CIPD 5HR01 Assignment Example | Employment Relationship Management


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CIPD 5HR01 Employment Relationship Management

Emplyment Relationship Management

A review of emerging development to inform approaches to employee voice and engagement.(AC1.1)

There have been a lot of changes in recent years, and one of the biggest ones is that workers aren’t taking as many industrial actions as they used to as a way to voice their concerns. There has been a trend of fewer people signing up for trade unions, which used to be a big way for workers to have their voices heard. This is because workers and employers are now more involved with each other.  In fact, there is a decline in the workers who join the unions by more than 50% in the last three years, according to CIPD (2019a).

 There is also a decline in the number of strikes as employers are now using engagement strategies, which are thought to make employees more motivated, happier, and healthier. In fact, the number of work-related complaints is going down because workers are becoming more loyal, motivated, and satisfied with their jobs (CIPD, 2019a).

There is also a decline in work-related disagreements between employers and workers have also made workers more dedicated, which has led to good work. Most organizations now have ways for employees to voice their concerns directly. This makes creates more satisfaction (CIPD, 2019a). Unlike in the past, there is a trend of management taking steps to get to know their employees better. The relationship is causing the two parties in employment to become more active, dedicated, and interested in their work. Because of this, people are getting stronger and more committed to their jobs (CIPD, 2019a).

The management of most organizations are also working to improve the working lives of their employees by improving job design, choosing the right leadership styles, creating the best organizational culture, and making sure the mental safety of their employees (CIPD, 2019a). This is a change from the past, when management only cared about how well their employees did their jobs and how much they were paid.  Further,  most line managers are getting training, which gives them the skills they need to deal with conflicts, solve worker problems, motivate employees, and give them the support they need (CIPD, 2019a). This has led most line managers to build good relationships with their employees and take the initiative to solve problems before they spread to the whole staff.

An explanation and evaluation covering the differences between employee involvement and employee participation and how it builds relationships.(AC 1.2)

The goal of both employee involvement and employee participation is to make workers more committed to the organization. However, employee involvement and employee participation vary in meaning and approach. According to Bayram, (2019), employee involvement means using their ideas and contributions on a certain topic. In this case, the employer brings in the employees he or she trusts based on their skills and personality, and they are allowed to share their thoughts about a certain topic. When employees are asked to share their ideas, management can not only find out what they think, but also share the results with them. Employee involvement may also mean letting workers help set organizational goals, make work schedules, and make suggestions when needed (Zaware, 2020). . This can also be done by giving people more responsibility at work, letting them work in self-managed teams, asking for their feedback through interviews and surveys, and finally taking their ideas seriously. When employees are involved, they feel like they belong and they tend to identify with the company.

Employee participation means involving individuals instead of asking what all the workers think as a group (Bayram, 2019).  Most of the time, when an employee participates, they not only give their opinion but also take part in the implementation of the various roles in the organisation.  This method can be used if the representative of the employee body agrees with or helps make the decision, while the workers themselves are involved in putting the changes into place (Bayram, 2019).  By doing this, it become possible for the organisation move forward as a team, with less resistance, since the employees are directly involved in putting the plan into action. By letting the employees take part, they feel like they have a shared responsibility and are more likely to work hard. In this way, the management gets to know the employees as they work together to reach the organization’s goals.

An assessment of a range of employee voice tools and approaches to drive employee engagement. (1.3)

There are several employee voice approaches that may be used for interacting with the employer, expressing ideas, issues, complaints, and recommendations, and participating in decision-making. The group may utilize a union-based strategy in which it negotiates with the employer using collective bargaining power. Employees may communicate their complaints and suggestions to the organization via union representatives (CIPD, 2019a). Union leaders serve as the workers’ agents and, in accordance with the legislation, build an effective employee voice. The strong negotiating strength of the labor union enables this strategy to be successful.

Employee representation, which utilizes employee representatives, is another kind of employee voice (CIPD, 2019a). The employees may not be members of a trade union, but via their representatives, they bargain for improved working conditions and communicate other ideas and thoughts with the management. This method expedites the resolving of problems. Nonetheless, some workers may feel poorly represented.

Partnership schemes are another form of employee voice in which the representatives of the employees interact with management to address concerns and collaborate for mutual benefit (CIPD, 2019a). In this strategy, the organization and the employees do not engage in confrontation, but rather build a relationship based on collaboration and exchange vital information for mutual benefit. This strategy is excellent for increasing employee involvement as opposed to addressing problems.

The organization may also organize a joint consultation, in which a team of committee members engages both the employee and employer. This kind of agreement calls for a committee from both parties to serve as the joint consultant. Employee voice may also take the shape of employee forums, when the workforce meets with the employer to discuss concerns, exchange information, and participate in discussions. This strategy is excellent when there are no recurrent issues, but rather a dialogue that might help to improve working relationships (CIPD, 2019a). 

A critical evaluation of the interrelationships between employee voice and organisational performance (AC 1.4

The Employment Rights Act of 1996 stipulates what is and isn’t a fair dismissal of an employee. It also states the process that should be followed in dismissing a worker. According to this Act, as stated by (CIPD n.d. Employment Law), an employee’s dismissal can be considered to be fair if the process was due to competence, capacity  ground, misconduct, not being qualified for the job, redundancy grounds, legal restrictions like not having a work permit, and other substantial reasons. When a person is fired for a reason that is not one of the ones listed above, then the dismissal is considered to be unfair. The issue of capability has to do with the employee’s skills, abilities, and health (both mental and physical) (Collins, 2018). 

So, a person could be considered incapable if their health makes it hard for them to help the organization do its job. Further, dismissal could be considered unfair, if the employee was not given an appropriate chance to be heard. Qualifications, on the other hand, include both academic and technical qualifications (Collins, 2018). This could include the employee’s degree, diploma, or any other technical qualification. If an employee needs to be accredited or certified, he or she must do so. If not, he or she could be fired for not being qualified. It is also important to think about whether or not the HR department acted in a fair and reasonable way. For instance, if the guideline that is provided under the ACAS code, on fair hearing and right to be accompanied was not followed, then the employee could litigate this as unfair dismissal (ACAS)

Other HR01 Assignment Assessment Criteria's

  • An explanation of the concept of better working lives and how this can be designed (AC1.5)

    Section 2

  • An explanation of the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. (AC 3.1)

  • An analysis of the key causes of employee grievances. (AC 3.2)

  • An explanation of the skills required for effective grievance and discipline-handling procedures. (AC 3.3)

  • Advice on the importance of handling grievances effectively. (AC 3.4)

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References 

ACAS 2016. Managing individual conflict in the contemporary British workplace. https://www.acas.org.uk/managing-individual-conflict-in-the-contemporary-british-workplace [Accessed 13 Oct 2022].

ACAS 2019. Collective employment law. CIPD. https://www.acas.org.uk/advice

Bayram, M. (2019). Safety training and competence, employee participation and involvement, employee satisfaction, and safety performance: An empirical study on occupational health and safety management system implementing manufacturing firms. Alphanumeric Journal7(2), 301-318.

Bozkurt-Güngen, S. (2018). Labor and authoritarian neoliberalism: Changes and continuities under the AKP governments in Turkey. South European Society and Politics23(2), 219-238.

CIPD 2019. Workplace conflict: employee experiences. https://www.cipd.co.uk/knowledge/fundamentals/relations/disputes/employee-experiences-report#gref[Accessed 13 Oct 2022].

CIPD n.d. Employment Law. https://www.cipd.co.uk/knowledge/fundamentals/emp-law#gref[Accessed 13 January 2022].

CIPD. (2019). Employee Relations | Factsheets | CIPD. [online] Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/factsheet [Accessed 15  oct 2022]. 

CIPD. (2021). Employee Voice | Factsheets | CIPD. [online] Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/communication/voice-factsheet [Accessed 23 Oct 2022]. 

CIPD. (2021). Trade Union Recognition & Industrial Action Q&As | CIPD. [online] Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/trade-unions-questions [Accessed 18 Oct 2022].

 Collins, P. (2018). The inadequate protection of human rights in unfair dismissal law. Industrial Law Journal47(4), 504-530.

Dobbins, T., & Dundon, T. (2020). Non-union employee representation. In Handbook of research on employee voice. NY: Edward Elgar Publishing.

Godbless, E. E., Goddey, A. E., & Solomon, E. (2020). Organizational Grievance Handling Procedures and Contextual Performance of Employees of Nigerian Money Deposit Bank. International Journal of Management11(10).

Hayes, H., Gibson, J., Fitzpatrick, B., Checkland, K., Guthrie, B., Sutton, M., … & Mercer, S. W. (2020). Working lives of GPs in Scotland and England: a cross-sectional analysis of national surveys. BMJ Open10(10), e042236.

Ibsen, C. L. (2021). Conciliation, mediation, and arbitration in collective bargaining in Western Europe: In search of control. European Journal of Industrial Relations27(1), 23-39.

Jules, S., Kwake, A. K., & Mwangi, W. F. (2021). Grievance Management Mechanisms and Employees Performance in Tubura Social Enterprise in Rwanda. Journal of Human Resource & Leadership5(1), 72-87.

McLaughlin, H., Uggen, C., & Blackstone, A. (2017). The economic and career effects of sexual harassment on working women. Gender & Society31(3), 333-358.

Mowbray, P. K., Wilkinson, A., & Herman, H. M. (2020). High-performance work systems and employee voice behaviour: an integrated model and research agenda. Personnel Review.

Obiekwe, O., & Eke, N. U. (2019). Impact of employee grievance management on organizational performance. International Journal of Economics

Osborne-Lampkin, L. T., Cohen-Vogel, L., Feng, L., & Wilson, J. J. (2018). Researching collective bargaining agreements: Building conceptual understanding in an era of declining union power. Educational Policy32(2), 152-188.

Philip, K., & Arrowsmith, J. (2020). The limits to employee involvement? Employee participation without HRM in a small not-for-profit organization. Personnel Review.

Sedaitis, J. B. (2019). Worker activism: Politics at the grassroots. In Perestroika from Below (pp. 13-27). Routledge.

Sharma, R. (2015). A study on effectiveness of grievance handling mechanism in improving quality of education (At selected Management Institutes of NCR). International Journal of Engineering and Management Research (IJEMR)5(3), 819-823.

Zaware, P. D. N. (2020). Deliberating the managerial approach towards employee participation in management. Available at SSRN 3819249.