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Employment Law CYAN MAGENTA YELLOW BLACK

Brian Willey
Brian Willey

Employment Law

Employment Law in Context

An Introduction for HR Professionals
in Context second edition
An Introduction for HR Professionals

This book is ideal for students taking an employment law module as part of a CIPD programme, an HRM or a
business degree. It provides an invaluable reference for practising human resource or general managers who want
to increase their knowledge of the subject.
second edition
Employment law is a matter of increasing importance for managers and human resource professionals. Approaching
the subject from a human resources rather than a law perspective, this book aims to inform about the context in
which employment law is enacted and promotes understanding of:

• The application of the law to HRM

Employment Law in Context
• The social purposes behind the legislation
• The contextual issues that affect the implementation of the law An Introduction for HR Professionals
The balance between knowledge of legal provisions and consideration of human resources is explored using a
range of exercises and case studies, with the intention of giving HR and general managers the confidence to
analyse and deal with a greater variety of problems.

Each chapter follows a common framework which contains the following:

• Learning objectives
• Context – social, economic, political and technological
• Legal framework
• Policies and practices, looking at the application of the law
• Case studies and scenarios, inviting the reader to apply the concepts and legal provisions

second edition

Brian Willey is a Principal Lecturer in Employment Relations and Employment Law; and Deputy Course Director of
the MA/Postgraduate Diploma in Human Resource Management in the Faculty of Business at Kingston University.

Willey
"I am impressed by the development of sociological debates alongside the legal debates as many legal
texts omit this important area."
Alan J Ryan, Senior Lecturer in Human Resource Management,
De Montfort University Faculty of Business and Law

Cover Image © Ian Willey

an imprint of www.pearsoneduc.com
Employment Law
in Context
We work with leading authors to develop the
strongest educational materials in business and
management, bringing cutting-edge thinking and best
learning practice to a global market.

Under a range of well-known imprints, including

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To find out more about the complete range of our

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Employment Law
in Context

An Introduction for HR Professionals

BRIAN WILLEY

Second edition
Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England

and Associated Companies throughout the world

Visit us on the World Wide Web at:

www.pearsoneduc.com

First published 2000 by Pitman Publishing, a division of Pearson Professional Ltd

Second edition published 2003 by Pearson Education Limited

© Brian Willey 2000, 2003

The right of Brian Willey to be identified as author of this work

has been asserted by him in accordance with the Copyright,
Designs and Patents Act 1988.

All rights reserved. No part of this publication may be reproduced, stored

in a retrieval system, or transmitted in any form or by any means, electronic,
mechanical, photocopying, recording or otherwise, without either the prior
written permission of the publisher or a licence permitting restricted copying
in the United Kingdom issued by the Copyright Licensing Agency Ltd,
90 Tottenham Court Road, London W1T 4LP.

ISBN: 0 273 67859-0

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

10 9 8 7 6 5 4 3 2 1
08 07 06 05 04 03

Typeset in 9.5/12pt Stone Serif by 35

Printed by Ashford Colour Press Ltd., Gosport
The publisher’s policy is to use paper manufactured from sustainable forests.
 Contents

Preface xiv
Publisher’s acknowledgements xvii
List of abbreviations xviii
Table of cases xx
Table of statutes xxvi
Table of statutory instruments xxviii
Table of statutory codes of practice xxx
Table of European Community Law xxxi
List of useful websites xxxiii

1 An introduction to employment law 1

Learning objectives 1
1.1 Structure of the chapter 1
1.2 Introduction 2
Substantive aspects · Procedural aspects
Exercise 1.1 Future changes – where will the UK be in 2006?
Political perspectives
1.3 The nature of legal regulation 8
Standards in law
Exercise 1.2 How much freedom of expression?
Processes for complaint · Effective remedies
1.4 The nature of voluntary regulation 31
Employer discretion · Grievance procedures · Disciplinary procedures ·
Consultation and collective bargaining · Third parties
1.5 Some underpinning principles 34
Substantive issues · The processes of employment relations
1.6 Conclusion 40
Further reading · References

Part One The changing employment relationship 43

Introduction to Part One 45

Economically driven change · Changes in employment status ·
‘New model’ employment regulation · Conclusion

v
vi Contents

2 Regulating the employment relationship 47

Learning objectives 47
2.1 Structure of the chapter 47
2.2 Introduction 47
Defining the employment relationship · Frontier of control ·
The parties’ expectations · Three sets of ‘rules’ · The role of the
contract of employment
2.3 The context 50
Concepts of work and employment · The psychological contract ·
Individualism and collectivism · Diversity of employment status
Exercise 2.1 A flexible workforce?
2.4 The legal framework 62
Introduction · Status: employee, worker or independent contractor? ·
The characteristics of the contract of employment · The terms of a
contract of employment · Written information about contracts of
employment · Terminating a contract of employment · Employment
protection for ‘atypical’ workers
2.5 Conclusion 88
Exercise 2.2 Who has employment rights?
References

3 Managing change in the employment relationship 91

Learning objectives 91
3.1 Structure of the chapter 91
3.2 Introduction 92
3.3 Context 92
Private and public-sector change: an overall view · The
organisation’s culture · Strategic considerations · Operational
factors · Economic considerations · Employment relations matters ·
Tensions with legal requirements · The incidence and experience
of changes
3.4 The legal framework 102
Variation of contracts of employment · Flexibility in existing
contractual terms
Exercise 3.1 Some problems of managing variation
Transfers of undertakings
Exercise 3.2 Some problems of managing transfers of undertakings
Redundancy and redeployment
Exercise 3.3 Some problems in managing redundancies
3.5 Employment policies and practices 126
Variation · Transfers · Managing redundancies
Case study 3.1
Exercise 3.4
Further reading · References
 Contents vii

Part Two Discrimination and equal opportunities 133

Introduction to Part Two 135

The concepts · The law · Voluntary action by employers · Conclusion ·
Further reading · References

4 Sex discrimination in the workplace 149

Learning objectives 149
4.1 Structure of the chapter 149
4.2 Introduction 150
Historic situation of women · Changing perspectives
4.3 The context 152
Participation in the labour market · Women’s pay · Social trends and
influences · Political approaches
4.4 The legal framework 160
Structure of discrimination law · Grounds of unlawful discrimination ·
Access to statutory rights · Direct discrimination · Indirect
discrimination · Claims relating to equal pay · Victimisation · Positive
action and positive discrimination · Special provisions · Liability ·
Enforcement procedures · Remedies
4.5 Employment policies and practices 180
Human resource strategy · Recruitment and selection · Terms and
conditions of employment · Working time · Training and development ·
Promotion and career progression · Dress and appearance ·
Retirement and pensions · Dismissal
4.6 Conclusion 187
Exercise 4.1 Some discrimination problems
Further reading · References

5 Race discrimination in the workplace 191

Learning objectives 191
5.1 Structure of the chapter 191
5.2 Introduction 192
Population profile of Britain · The concepts
5.3 The context 198
The social background · Political approaches · Labour-market
participation · Social issues
5.4 The legal framework 205
Grounds for unfair discrimination · The areas of employment
protection · Direct discrimination · Indirect discrimination ·
Victimisation · Special provisions: ‘genuine occupational qualification’ ·
Positive action and positive discrimination · Liability · Enforcement ·
Remedies · Employing workers from overseas
viii Contents

5.5 Employment policies and practices 220

Human resource strategy · Recruitment and selection · Pay and
benefits · Working time · Training and development, promotion and
transfers · Dress codes · Dismissal
Case study 5.1
Exercise 5.1
Further reading · References

6 Disability discrimination in the workplace 229

Learning objectives 229
6.1 Structure of the chapter 229
6.2 Introduction 230
6.3 The context 230
Defining disability · The social context · Disability and the labour
market · The employment context · Technological context · The
political and historical background · The developing political and
legislative context · Social welfare support
6.4 The legal framework 242
The coverage of the legislation · The meaning of disability · The
meaning of discrimination · The duty to make reasonable adjustments ·
Liability · Burden of proof · Enforcement procedures · Remedies ·
The Disability Rights Commission · Managing long-term
sick absence
6.5 Employment policies and practices 253
Management approach · Implications for contracts and agreements ·
Practical steps: the 1996 Code of Practice
Exercise 6.1 Some discrimination problems
Further reading · References

Part Three Regulating performance and conduct 259

Introduction to Part Three 261

7 Harassment and bullying at work 263

Learning objectives 263
7.1 Structure of the chapter 263
7.2 Introduction 264
Growing concern about harassment · Definitions
7.3 The context 265
Power relations · Cultural factors · The characteristics of the workplace ·
The parties involved · Possible consequences
 Contents ix

7.4 The legal framework 269

The contract of employment · European equal treatment legislation ·
Direct discrimination and detriments · Dismissal · Liability for the
harassment · Harassment by third parties · Action against the
perpetrator · Possible remedies in law for the victim
7.5 Employment policies and practices 277
Defining harassment and bullying · Who might be possible victims? ·
Approach to allegations of harassment and bullying · Managerial
roles and responsibilities · Informal procedures and counselling ·
Role of grievance procedure · Training · Communications · Role of
disciplinary action · Consultation with trade unions · Monitoring
7.6 Conclusions 281
Case study 7.1
Exercise 7.1
Further reading · References

8 Information, privacy and surveillance 284

Learning objectives 284
8.1 Structure of the chapter 284
8.2 Introduction 285
8.3 The context 285
Technological developments · Social values and human rights ·
Economic and security considerations
8.4 The legal framework 288
The Data Protection Act 1998 · Privacy and surveillance ·
Whistleblowing and public interest disclosure legislation
8.5 Employment policies and practices 296
The Data Protection Act: the Employment Practices Data
Protection Code · Privacy and surveillance · Whistleblowing
8.6 Conclusion 312
Further reading · References

9 Discipline and dismissal 313

Learning objectives 313
9.1 Structure of the chapter 313
9.2 Introduction 314
9.3 The context 315
The nature of the employment relationship · The common law of
contract · Social standards · Political action · Assessing the law’s
effectiveness
9.4 The legal framework 321
Introduction · The nature and purpose of discipline at work · Circumstances
in which contracts of employment end · Fair and unfair dismissal ·
x Contents

Fair reasons for dismissal · Unfair reasons for dismissal ·

Reasonableness in the circumstances · Procedural fairness
Exercise 9.1 Misconduct cases: Scenarios
Procedures for redress · The remedies
9.5 Employment policies and practices 342
The context: expectations and norms · Handling discipline and dismissal
Exercise 9.2 Discipline at work: Scenarios
Further reading · References

Part Four Terms and conditions of employment 353

Introduction to Part Four 355

10 Pay regulation 358

Learning objectives 358
10.1 Structure of the chapter 358
10.2 Introduction 358
10.3 The context 359
Economic issues · Political policy: the ‘free play’ of the market? ·
Social welfare factors · Social policy
10.4 The legal framework 366
Definitions · Regulating the pay transaction · Statutory national
minimum wage
10.5 Employment policies and practices 378
Contracts of employment and collective agreements ·
Special agreements · Information and records
Exercise 10.1 Pay regulation: Scenarios
References

11 Regulation of working time 382

Learning objectives 382
11.1 Structure of the chapter 382
11.2 Introduction 383
11.3 The context 385
The historic use of voluntary measures · A growing long-hours
culture · Social issues · Economic considerations
11.4 The legal framework 389
Piecemeal legal regulation · The Working Time Regulations 1998 ·
Working people with entitlements · The employer · Defining ‘working
time’ · Some key working-time provisions · Paid annual leave ·
Implementing the Regulations · Records · Enforcement · Are the
Working Time Regulations working?
 Contents xi

11.5 Employment policies and practices 401

A strategic approach to implementation
11.6 A checklist for action 403
Exercise 11.1 Some scenarios
Further reading · References

12 Health and safety at work 407

Learning objectives 407
12.1 Structure of the chapter 407
12.2 Introduction 408
The concepts
12.3 The context 410
The economics of health and safety · Technology and ergonomic
factors · Work-related stress · The incidence of major accidents ·
The European dimension
12.4 The legal framework 417
Introduction: a diversity of legal action · The common law ·
Statute law · Some key regulations
Exercise 12.1 Assessing the risks?
Rights of employees · Consultation and representation
12.5 Employment policies and practices 439
Creating a safety culture · A safety policy · Safety consultation and
communication · Occupational health service · Employee assistance
programmes and counselling
Case study 12.1 The VDU operators: a safety grievance
Exercise 12.2 The VDU operators: a safety grievance
12.6 Conclusion 449
Further reading · References

13 Work-life balance, parental and dependency rights 451

Learning objectives 451
13.1 Structure of the chapter 451
13.2 Introduction 451
13.3 The context 452
Labour market and social trends · Work-life balance · Political initiatives
13.4 The legal framework 461
Pregnancy · Maternity leave entitlements · The status of the contract
of employment · Returning to work · Requesting flexible working ·
Parental, paternity, adoption and dependency leave · Detrimental
treatment and unfair dismissal · Statutory pay
13.5 Employment policies and practices 473
Workplace culture · Facilitating work-life balance · Leave entitlements ·
Flexible working time · Place of work · Facilities · Communication and
consultation about ‘work-life balance’
xii Contents

Case study 13.1 Dependency scheme in the Royal Borough of

Kingston upon Thames
Exercise 13.1 Developing a dependency policy
References

Part Five Collective rights at work 483

Introduction to Part Five 485

Preliminaries · The role of trade unions · The traditional model of
British industrial relations · The ‘British disease’ · A ‘new model’ of
employee relations? · International influences · Conclusion · References

14 Employee participation 499

Brian Willey and Huw Morris
Learning objectives 499
14.1 Structure of the chapter 499
14.2 Introduction 500
The concept of consultation · The concept of collective bargaining ·
The concept of industrial democracy
14.3 The context 507
The development of employee participation in the UK ·
Employee participation policy and practice in the UK
14.4 The legal framework 516
Low-level participation · Financial participation ·
Higher-level participation
Exercise 14.1: Implications of the Information and Consultation Directive
Statutory rights for representatives · Statutory recognition
for collective bargaining
14.5 Employment policies and practices 534
Traditional managerialist · Progressive managerialist ·
‘Industrial democrat’ or partnership · Social inclusionist ·
Summary of employer approaches
14.6 Conclusion 544
Further reading · References

15 Industrial action 547

Learning objectives 547
15.1 Structure of the chapter 547
15.2 Introduction 547
What is industrial action? Sociological definitions ·
What is industrial action? Definitions from legislators ·
The phenomenon of industrial action
 Contents xiii

15.3 The context 551

1945–79 · 1979 to date · A ‘dual track policy’ · The position of
individual employees
15.4 The legal framework 556
Individual employees · Trade unions
15.5 Conclusion 572
Case study 15.1
Exercise 15.1
Further reading · References

16 Conclusion 576
16.1 Ethical standards 576
16.2 Minimum standards 576
16.3 Juridification 577
16.4 Business interests 577
16.5 Labour-market flexibility 579
16.6 The accommodation of non-work life 580
16.7 Individualisation and collectivism 580
16.8 Representation rights 581
16.9 Qualified access to statutory rights 582
16.10 Enforcement processes 583
16.11 The value of the remedies 584
16.12 The future 585
References

Appendix Feedback on case studies and exercises 586

Glossary 601
Index 609
 Preface

Particularly in the past twenty-five years, employment law has had a growing
significance for managers – whether general managers or human resource practi-
tioners. Potentially, it influences and may constrain action they want to take. One
principal aim of this textbook is to help those with day-to-day responsibilities for
employee relations and human resource management to manage within the law.
Its purpose is to promote understanding of three aspects:

n the application of the law to employment relations (in policy making and
problem solving);
n the social purposes behind the legislation (what Parliament and the European
Union are trying to achieve); and
n the contextual issues that affect the implementation of the law (e.g. social
trends and economic considerations).

Applying the law (through problem solving and policy making) involves a good
understanding of the other two areas. A manager advising on the handling of
a dismissal, for example, is more likely to produce an effective and lawful out-
come if s/he does not focus exclusively on the problem in hand (terminating the
employment for employee misconduct). Remembering the purposes behind the
legislation (to provide fair reasons, fair treatment and natural justice and con-
sideration of all the circumstances) is important. Similarly, a recognition of the
business context and organisational needs is important.
Likewise, the development of corporate policies is more likely to be effective and
well informed if they are not seen, narrowly, as a series of conditions of employ-
ment to be applied mechanistically. For example, when parental and dependency
leave policies are formulated, an understanding of the social trends against which
they are developed is important (e.g. greater economic activity by women, longer
working hours, difficulties of reconciling work and non-work life). Furthermore,
the social purposes behind this legislation (to promote family-friendly policies
and provide a better balance between work and non-work life) should be acknow-
ledged to ensure that the corporate policies achieve the statutory objectives. A
manager who understands these purposes is better able to defend and argue for
policy developments with colleagues.
So, this textbook aims to be integrative. It is hoped that those concerns that
exist (particularly among HR managers and general managers) about the impact
of employment law can be addressed and that they can gain both a familiarity

xiv
 Preface xv

with and an enthusiasm for the subject and, also, the confidence to analyse and
handle a greater range of problems.

Market for the book

This textbook is designed, principally, for those engaged in academic study. It
is written for non-lawyers who wish to gain a basic understanding of the key
areas of employment law. Principally, it is for students on postgraduate and post-
experience courses. This would obviously cover those on programmes leading to
graduate membership of the Chartered Institute of Personnel and Development,
those on Diploma of Management Studies courses and those studying employment
law modules on, for example, Masters in Business Administration courses. It would
also be useful to students on BA Business Studies courses who are undertaking an
employment law option.
Furthermore, an additional, related and important market is tutors on these courses
– particularly non-lawyers who themselves are developing an understanding of
the subject area.

Approach to learning
In attempting to bridge knowledge of legal provisions, on the one hand, and con-
sideration of employee relations and human resource issues, on the other, the
textbook provides a number of opportunities for the reader to undertake exercises
and case studies.

The structure of each chapter

n Learning objectives: The reader is given a list of objectives that should be
attained once the chapter and associated exercises have been completed.
n Introduction: This sets out the broad issues to be considered.
n The context: This identifies and discusses, as appropriate, the social, economic,
political and technological issues that form the background against which
a particular body of law is developing. Included in this section will be an
outline of the social purposes of the legislation.
n The legal framework: The essential framework is outlined and discussed. As
appropriate, material is drawn from European law, statute law, case law and
codes of practice.
n Employment policies and practices: This will consider the application of the
law to the workplace. It will consider the experiences of organisations and the
difficulties that have been encountered. It will provide assistance for policy
xvi Preface

formulation and ways in which problems with employee relations might be

dealt with.
n Case studies and scenarios: Most chapters have exercises, which invite the
reader to apply the concepts and legal provisions to the circumstances that are
set out. The exercises are suitable for both individual and syndicate work in
the classroom. Feedback is provided in Appendix 1, which outlines the key
issues that should have been considered.

Other features of the book

n Further reading: Apart from the references quoted in the discussion, supple-
mentary reading is indicated at the end of each chapter.
n Glossary: This provides definitions of terms that are used on several occasions
in the book.
n Index: This is designed to enable the reader to search quickly for relevant
information when tackling problems in class, preparing for examinations or
working on assignments.
n Instructor’s Manual: This is provided as an accompaniment to the textbook.
It comprises a range of further exercises and material that might to used by
tutors.

Acknowledgements
The initial idea for this book arose from a previous collaborative text, The Corporate
Environment, a guide for human resource managers (Pearson Education), written in
1995 with my colleague, Huw Morris. The discussions we held about that textbook
stimulated ideas about this present one as a complementary piece of work. Also,
my involvement over a number of years in teaching the Employment Law option
on the Personnel Management Diploma at Kingston University and discussions
with students further reinforced my view that such a textbook could be useful.
Furthermore, my teaching on the MA/LLM in Employment Relations and Law
helped me recognise more fully the complexity of issues that non-lawyer HR
practitioners often have to manage. My thanks to them for helping to germinate
and sustain the idea, and my admiration to many of those who wrestle with the
application of the law on a day-to-day basis.
The responsibility for the text is obviously mine. But it could not have been
written without the contributions, comments and advice of various people in
relation to both the first edition and this new edition. From Kingston University,
I would like to thank Professor Robert Upex, Vera Sacks (in the School of Law),
Jasmine Pidduck, Sanjiv Sachdev and, a former colleague, David Stannard (in the
School of Human Resource Management). All kindly considered drafts of chapters
and made very helpful comments on structure and content.
 Preface xvii

Contributions to the text was written by three other people. Huw Morris con-
tributed ideas and material for Chapter 14 (Employee Participation); David
Stannard wrote the Case Study in Chapter 3; and Jasmine Pidduck contributed the
scenarios in Chapter 6. I am most grateful to them for their contributions.
In addition, I would like to thank Jasmine further for allowing me to draw
heavily on unpublished written work she had undertaken on disability discrimina-
tion. Avril Doyle kindly arranged permission to include material for a case study
from her Masters’ dissertation and Catriona Banting from Croner Publications Ltd
gave permission to use the scenarios on working time regulation in Chapter 11.
Bruce McDonald, Chief Executive at the Royal Borough of Kingston upon Thames,
kindly gave his time to discuss the Authority’s dependency policy.
A number of people facilitated the completion of this book and also deserve
thanks. Professor Christine Edwards, my Head of School, gave her support and
enthusiasm for the project. Within the operational constraints of timetabling and
my responsibilities as a course director, she provided me with as much space as was
possible to undertake the task. Sadie McClelland and, previously, Penelope Woolf,
from Pearson Education, had sufficient faith to commission the project initially
and to help in its achievement. My thanks to them. For the second edition thanks
are owed to all the editorial and production team at Pearson Education.
Finally, such textbooks are rarely written without the support of families. In this
case, I would like to thank my wife, Ann. It is a pain to have a family member
apparently welded to a PC over a summer vacation! Also, I want to thank my chil-
dren, Ian, David and Helen for their continued interest.
I hope that readers will find the textbook useful and, above all, that it will give
them the confidence to deal with the issues that employment law will present.

Brian Willey
Kingston University
February 2003

Publisher’s acknowledgements
We are grateful to the following for permission to reproduce copyright material:
Figure 2.1 from Strategic Prospects for HRM, reproduced with permission of the
Chartered Institute of Personnel and Development, London; Figure 2.2 from Whose
flexibility? the costs and benefits of non-standard working arrangements and contractual
relations, by Kate Purcell, Terence Hogarth and Claire Sim, published in 1999 by
the Joseph Rowntree Foundation, reproduced by permission of the Joseph Rowntree
Foundation; Figure 5.2 reproduced with permission from Glover, S. et al. (2001)
‘Migration: an economic and social analysis’ RDS Occasional Paper No. 67, London:
Home Office; The controller of Her Majesty’s Stationery Office for all Crown copy-
right material; extracts from Equal Opportunities Review and IRS Employment Trends
reproduced by permission of Reed Elsevier (UK) Ltd trading as Lexis Nexis UK.
Permission has been granted to reproduce data from the Department of Trade and
Industry Employment Relations Research Series; the findings do not represent the
views of the Department.
 List of abbreviations

ACAS Advisory, Conciliation and Arbitration Service

BPR Business process re-engineering
CA Court of Appeal
CAC Central Arbitration Committee
CBI Confederation of British Industry
CEEP Centre européen d’études de population
CIPD Chartered Institute of Personnel and Development
CRE Commission for Racial Equality
DDA 1995 Disability Discrimination Act 1995
DPA 1998 Data Protection Act 1998
DfES Department for Education and Skills
DRC Disability Rights Commission
DTI Department of Trade and Industry
EA 2002 Employment Act 2002
EAT Employment Appeals Tribunal
EC European Community
ECHR European Convention on Human Rights
ECJ European Court of Justice
EEC European Economic Community
EOC Equal Opportunities Commission
EqPA 1970 Equal Pay Act 1970
ERDRA 1998 Employment Rights (Dispute Resolution) Act 1998
ERA 1996 Employment Rights Act 1996
ERA 1999 Employment Relations Act 1999
ET Employment Tribunal
ETUC European Trade Union Confederation
EU European Union
EWC European Works Council
GOQ Genuine occupational qualification
HC High Court
HL House of Lords
HASAWA 1974 Health and Safety at Work etc. Act 1974
HRM Human resource management
HSC Health and Safety Commission

xviii
 List of abbreviations xix

HSE Health and Safety Executive

HSI Health and Safety Inspectorate
ILO International Labour Organisation
IRA 1971 Industrial Relations Act 1971
IT Industrial Tribunal
LPC Low Pay Commission
NDC National Disability Council
NICA Northern Ireland Court of Appeal
NIRC National Industrial Relations Court
NMWA 1998 National Minimum Wage Act 1998
PPP Public-private partnership
QMV Qualified majority vote
RRA 1976 Race Relations Act 1976
RR(A)A 2000 Race Relations (Amendment) Act 2000
RIPA 2000 Regulation of Investigatory Powers Act 2000
SAP Statutory adoption pay
SDA 1975 Sex Discrimination Act 1975
SMP Statutory Maternity Pay
SOSR Some other substantial reason
SPP Statutory Paternity Pay
TICER 1999 Transnational Information and Consultation of Employees
Regulations 1999
TQM Total quality management
TUC Trades Union Congress
TULRCA 1992 Trade Union and Labour Relations (Consolidation) Act 1992
TUPE 1981 Transfer of Undertakings (Protection of Employment)
Regulations 1981
UNICE Union des industries de la communanté européenne
WERS Workplace Employee Relations Survey
WIRS Workplace Industrial Relations Survey
WTR 1998 Working Time Regulations 1998
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