(Solution) CIPD New Brief 5HR01- Employment Relationship Management
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 15.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
– Employment Relationship Management
Table of Contents
1.1 Employee involvement and participation. 2
How EI and EP build relationships. 2
1.2 Union and non-union employee representation. 3
Similarities and differences. 3
1.3 Relationship of Employee voice AND organisational Performance. 4
1.4 Concept of better working lives and designing. 5
Concept of better working lives. 5
Ways organisation design better working lives. 6
2.1 Organisation conflict and misbehaviour 6
Formal and Informal Conflicts. 7
2.2 Emerging trends in conflict and industrial sanctions. 8
2.3 Third-party conciliation, mediation and arbitration. 9
3.1 Principles of legislation of unfair dismissal 10
Dismissal because of capability. 10
Dismissal because of misconduct 11
3.2 Causes of employee grievances. 11
Inequality and Bullying in workplace. 12
3.3 Importance of handling grievances. 12
Briefing Paper
1.1 Employee involvement and participation
Employee involvement (EI) is defined in CIPD (2024) as an approach where the employees are called upon to take part in formulating their input and opinion pertaining different operations of an organisation without influencing decision making. Employee Participation (EP) on the other hand is defined in CIPD (2024) as a structured strategy of employees/delegates are in a formal way engaged in making decisions by embrace of collective undertakings including work committees and unions.
Differences of EI and EP
The first criteria which differentiate the two concepts is decision-making power. Considering the EP concept, employees are facilitated with a chance to generate their input on different issues in their workplace with the final decision made by management. According to CIPD (2022), by leverage on the provided platforms including survey (questionnaires), suggestion box and team meetings, EP is successful. The outcome of this is the employees gaining a feel of high inclusion and engagement despite of failing in offering them with ultimate authority in making independent decisions. Conversely, for EP, it entails offering the employees or delegated authority (reps) with a chance for actively making decisions. The decision making is by leverage on formalised systems including joint consultation committees, work councils and union agreements involving mutual-based decisions made amongst the employees and employer.
The second criteria to differentiate the two concepts is their Formal Nature. The EI is largely informal with its large focus is embrace of flexible approaches including brainstorming strategies and open-based engagements. Conversely, EP is well planned and informed by existing frameworks where employees or reps are engaged in facilitating organisation operations or making decisions specifically pertaining to their strategic direction (Qin et al., 2016).
How EI and EP build relationships
The EI and EP have a direct correlation with building strong relationships in employment. According to Santoro et al. (2021), they both enhance trust-based relations, collaboration and commitment. Specifically, for EI, relationships are established by enhancing two-way communication including the feedback forms application and discussing in teams. The outcome of this is identified in Bulińska-Stangrecka and Bagieńska (2021) as assisting staff in appreciating their functions, improved morale and being confident in their organisation leadership.
Further, the EP facilitates staff or their representatives in participation in discussing in areas of policy development, workplace condition and set entity strategies (CIPD, 2022). The outcome of the shared function is anchoring accountable and mutual-based appreciation of each other hence sustainable relations. Hence, an entity is in a position of aligning staff interests with organisation strategies by leveraging on both approaches.
1.2 Union and non-union employee representation
Union Form (Unison)- Unison ranked as a leading UK union is mandated with promoting their staff health, capacity development opportunities and administration. According to CIPD (2025), for their enrolled members, it fights for their rewards, improved workplace working and improved employment support. For example, in 2023, Unison successfully negotiated for NHS employees increased remuneration and appropriate working conditions in line with health and safety. Additionally, unison provides a legal foundation and conflicts management strategy offering employees with strong. Bargaining power and a platform for championing workplace rights.
Non-Union (Employee Forums)– According to CIPD (2025a), the employee forums represent internal-based teams initiated by an entity for enhancing communication amongst the employees and admin/management. For instance, employee forums could be customised towards focusing on areas of employees wellbeing, satisfaction and alteration of set policy framework in an organisation. These forums does not integrate third parties with organisation management having overall power. The outcome of their input is identified in CIPD (2022a) as fostering open-based engagement with employees expressing opinion and ideas informally.
Similarities and differences
For Similarities; the union and non-union representation is broad but clear targets in representation of employees with their interests prioritised. Irrespective of if their implementation is by collective bargaining or negotiation, they prioritise on improving workplace conditions and satisfied staff (Opute & Mahmoud, 2023). Further, they promote communication amongst the staff and management teams. The process facilitate holistic conflicts management and managing any complaints and harmonious workplace co-existence.
Considering differences; the first one is that union representation operates externally and is not within the precincts of an organisation. Therefore, as noted in CIPD (2022a) it prioritise on the employees interests with zero biasness. Conversely, non-union representation including employees forums operate internally and with management control directly reducing autonomous nature and holistic.
A second difference is trade unions generally prioritise and could consider the employees demands in specific industries or jurisdiction. According to De Stefano and Taes (2023) this is while leveraging on embrace of the power for effective negotiations for appropriate legal rights and gains. This is different from the non-union forms which are organisation-based offering solution to specific organisation issues with their scope lacking broad influence.
1.3 Relationship of Employee voice AND organisational Performance
In a study published in Hosseini et al. (2022),……….
Please click the following icon to access this assessment in full
Related Papers
(Solution) Assessment ID / CIPD_7CO02_24_01 why the effective management of expatriate staff can be challenging and often leads to disappointing outcomes in practice
Question 15 (AC 4.3)
Drawing on examples and published research, assess why the effective management of
expatriate staff can be challenging and often leads to disappointing outcomes in practice.
What one major recommendation would you make to an organisation that was about to
expatriate a senior manager to work in an overseas subsidiary for the first time? Justify your
answer.
(Solution) CIPD 5HR02 (AC3.2) Compare different approaches to retaining people
(Solution) 5HR02 Talent management and workforce planning Assessment ID / CIPD_5HR02_22_01
(Solution) Oakwood International 5CO02 Section One –Report
(Solution) CIPS Module: Global Strategic Supply Chain Management
- In this assessment, the focus has been on evaluating global strategic approach for WoodPlc supply chain identified. The relevance of this is informed by assumption that supply chain is anchored on the need to influence changes in market in supply chain practices. This is while sustainable global sourcing strategies being used.
- The findings evidence strategic logistical impact of an organisation and supply chain management process has an impact on corporate performance. The different tools and techniques which have been applied inform on the best practice of the organisation operations.
- For WoodPlc organisation working in oil and gas contracting sector in UAE, reviewing of their supply chain is used by use of best practice in their practice. Also, an identification of entire risks, issues incurred and opportunities evident.
- The findings in this report evidence different challenges as affecting collaboration. This assessment recommend need for Improving collaboration, network-based practice and innovativeness to ensure they embrace sustainability in supply chain
- Today, WoodPlc has been identified as lacking appropriate continuous development strategy for all stakeholders and end-users of their operations. Improving supply chain development through an increased chances for learning
- In WoodPlc, they are encountering immense transitioning from modern supply chain and use of technologies. There is a need to manage all the supply chain relations. This is for the Conflicts management in entire supply chain relations to ensure stakeholders are involved and part of the implementation of the practice
- In this report, it has been concluded on the existing challenges in their tiers. To manage the challenges identified from the Porters 5 forces analysis, there is a need to introduce end-to-end supply chain for their overall demands which capture various tiers for including all operations. This is to guarantee a successful management of the overall supply chain and performance management issues