AC1.1 Differentiate between employee involvement and employee participation and how they build relationships.

Level 5 Associate Diploma in

People Management

5HR01 Employment relationship management

Learner Assessment Brief

Assessment ID / CIPD_5HR01_24_01

Please write clearly in block capitals.
Centre number:	8	7	5
Centre name:
Learner number (1st 7 digits of CIPD Membership number):
Learner surname:
Learner other names:

Unit code:	5HR01
Unit title:	Employment relationship management
Assessment ID:	CIPD_5HR01_24_01
Assessment start date:
Assessment submission date:
First resubmission date for centre marking – if applicable
Second resubmission date for centre marking – if applicable
Declared word count You MUST add a new word count for every submission. Please use red font for submission 2 and blue font for submission 3

5HR01 Employment relationship management

This unit examines the key approaches, practices and tools to manage and enhance the employee relationship to create better working lives and the significant impact this can have on organisational performance.

CIPD’s insight

The Professional Map – Employee Relations

Employee relations is about creating and maintaining a positive working relationship between an organisation and its people.

An important part of that relationship is the culture, and the extent to which the organisation seeks to be resolution-focused. People professionals have an important role in setting that culture through the development of policies and processes which apply the law in a practical, fair and transparent way. So, specialists in this area need a deep understanding of employment / labour law, keeping up to date with legislative developments in order to advise the business and line managers to create the best outcome for individuals and the organisation.

https://peopleprofession.cipd.org/profession-map/specialist-knowledge/employee-relations

Employee voice

Wellbeing, commitment and innovation are negatively impacted when employees feel they are without ‘voice’ in their organisation. We believe all employers should have policies and practices in place which enable employees to express themselves on matters that are important to them in their work.

Employee voice means individuals being able to safely put forward their viewpoints on their work, at work, irrespective of where, when and how they do their work. When employee voice channels work effectively, employees can feel valued, trusted and influential. In turn, this can increase their job satisfaction and performance.

For employers, effective employee voice can mean better relationships with their employees and, ultimately, improved organisational performance. Line managers, people professionals and voice champions have a responsibility to actively bring out, listen to and respond to employees’ voices. They can encourage employees to express themselves in individual and collective channels, both directly, for example to their team leader, and indirectly, for example through an employee representative.

Employee voice channels include individual self-representation, for example one-to-one meetings with a line manager and employee surveys, as well as collective representation such as trade unions and an employee representative on the company board. Employee voice platforms increasingly include digital technologies, for instance for group meetings, and protected social networking apps for more informal communication.

https://www.cipd.co.uk/news-views/viewpoint/employee-voice

Engagement

Employees who have good quality jobs and are managed well, will not only be happier, healthier and more fulfilled, but are also more likely to drive productivity, better products or services, and innovation. This mutual gains view of motivation and people management lies at the heart of employee engagement, a concept that’s become increasingly mainstream in management thinking over the last decade. As part of our work in this area, we sponsor Engage for Success, the voluntary UK movement promoting employee engagement.

Employment law regulates the relationship between employers and employees. It governs what employers can expect from employees, what employers can ask employees to do, and employees’ rights at work.

Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or as formative assessment material.

Preparation for the Tasks:

At the start of your assessment, you are encouraged to plan your work with your assessor and where appropriate agree milestones so that they can help you monitor your progress.
Refer to the indicative content in the unit to guide and support your evidence.
Pay attention to how your evidence is presented.
Ensure that the evidence generated for this assessment remains your own work.
Completing and acting on formative feedback from your assessor.
Reflecting on your own experiences of learning opportunities and continuous professional development.
Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.

You will also benefit from:

Scenario

The public sector organisation that you work for has recently undergone a merger with another similar public sector organisation that has had significant staff changes across key departments.

The incoming leadership, management and people practice teams are relatively new to their posts and have limited awareness of managing employee relations in the public sector as many of them have been recruited from the private sector.

There are concerns that this could affect commitment to existing employee relations practices. With this in mind, your people practice director has asked you to write a briefing paper. You need to provide the teams with knowledge and understanding about:

a) the various forms of representation that can be employed at work and how these are used to support workplace harmony, and

b) the different forms of conflict and dispute resolution and how to manage performance, disciplinary and grievance matters lawfully.

To complete the briefing paper, you should include written responses to each of the 10 points below, making appropriate use of academic literature, case and statutory law, codes of practice, research and good practical examples to substantiate your response and illustrate key points. Please ensure that you use reputable sources as indicated on the unit reading list and that all cited sources are correctly acknowledged and presented in full in a bibliography at the end of your briefing paper.

Briefing paper

Referring to the above scenario:

1) Differentiate between employee involvement and employee participation and how they build relationships. (AC 1.1)

2) Compare forms of union and non-union employee representation. (AC 1.2)

3) Evaluate the relationship between employee voice and organisational performance. (AC 1.3)

4) Explain the concept of better working lives and how this can be designed. (AC 1.4)

5) Distinguish between organisational conflict and misbehaviour. (AC 2.1)

6) Assess emerging trends in the types of conflict and industrial sanctions. (AC 2.2)

7) Distinguish between third-party conciliation, mediation and arbitration. (AC 2.3)

8) Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. (AC 3.1)

9) Analyse three key causes of employee grievances. (AC 3.2)

10) Advise on the importance of handling grievances effectively. (AC 3.3).

Your evidence must consist of

A briefing paper setting out written responses to each of the 10 instructions above.
And be approximately 3900 words in total (refer to CIPD word count policy).
IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable. Please use the Reference box provided to record all your long references. Short references should be included within the narrative. We advise you read the guidance on how to set out your references on the Learner Hub.

load the completed Learner Assessment brief, with both tasks complted, through the Assignments option in the Oakwood Learner Hub.

Briefing Paper Questions

(AC1.1) Differentiate between employee involvement and employee participation and how they build relationships.