5HR01 Employment relationship management GUIDE

This 5HR01 Employment relationship management guide aims to provide the CIPD learner with a detailed and comprehensive breakdown of the New Brief 5HR01 Employment relationship management assignment. Emphasizing on the assessor’s expectations and requirements to be met, this CIPD 5HR01 guide will provide you useful insights and concepts, which will help you spend less time and energy answering various (ACs). This  5HR01 Employment relationship management guide also offers brief examples on how to meet the assessment criteria giving a step by step build up on how to develop a correct and complete answer.

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(AC 1.1) Differentiate between employee involvement and employee participation and how it builds relationships.

Differentiate: Identify the aspects which make things different from each other

• Answer must differentiate between employee involvement and employee participation and how it builds relationships. Include discussion around both concepts.
• A definition is expected for involvement and for participation separately, along with an outline of the differences between them.
• Followed by a clear identification of the two concepts including demonstration of clear differentiation and an explanation of how they build relationships. This may be in terms of differences in decision-making, depth, form, scope, and methods as well as their links to unitarism and pluralism; theories of job design and links to motivation.
• N/B : Not all are required to be covered, but a clear demonstration of understanding of the key differences is expected (Many assessors have in the past preferred an answer that considers the links of involvement and participation to unitarism and pluralism so it may be safe to have them in your answer).
• Try providing more contextual examples of how each is applied in the workplace to hit a higher-grade score.

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

Compare: Identify similarities and differences for an activity, leading to an informed conclusion based upon evidence available

• Answer must compare the types of union, and non-union forms of employee representation. Make a confident identification of one example of union and one example of non-union form of employee representation. For example Joint negotiation committees, employee forums, staff councils, works councils.
• Include a discussion which includes the comparison of employee representation, including but not limited to what it is, its benefits, their key features and how they work, two advantages and two The discussion incorporates a clear and coherent explanation of three similarities and three differences between the chosen bodies.
• Presentation should be of a high standard. Considerable evidence of appropriate wider reading to inform answer. An excellent standard of in text referencing.

 (AC 1.3) An evaluation of the relationship between employee voice and organisational performance.

Evaluate: Make an appraisal of the value (or not) of something, its validity, reliability, applicability

• Answer must critically evaluate the interrelationships between employee voice and organisational performance. Research, sources, and opinions are expected to be brought into the answer.
• A balanced argument is expected around the relationship between employee voice and organisational performance (Is there a relationship, or not? is the relationship positive or negative? Both the pros and cons of the relationship between employee voice and organisational performance should be discussed and proven then conclude with judgements.
• Interrelationship between employee voice and organisation performance: arguments that ‘support a link, for example high performance work practice research, arguments that question whether voice leads to improved organisational performance, for example difficulties in measuring performance, variations in methods of voice in practice, impact of other variables.
• Offer a confident and detailed example of a critical evaluation, illustrated with two examples of how employee voice impacts on organisational performance. A clear and well-established link between this and high-performance work practices, with examples of how these can be achieved. One example or definition of high performance work practice.

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

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Your Answer must explain the concept of better working lives and how this can be designed. Give a clear explanation of better working lives is expected, how this can be designed, supported by the CIPD’s Good Work Index
• Better working lives include: concept of good work, definitions of good work; fair and decent work; job quality: terms of employment, pay and benefits, health, safety and psychosocial wellbeing, job design and nature of work, social support, and cohesion; flexibility; responsiveness to personal issues; metrics used to assess job quality and good work; how to design good work: so that it promotes good physical and mental health.
• Give a confident explanation of ways to improve working lives. Explain how better working lived can be designed with link to the CIPD 7 dimensions of good work. For instance give a clear and detailed explanation of how you can promote good physical and mental health, examples of working practices that can be implemented to achieve this in the context of the characteristics of the organisation. You may link this to your organisation.

(AC2.1) An explanation of the differences between organisational conflict and misbehaviour.

Differentiate: Identify the aspects which make things different from each other

• Your answer must distinguish between organisational conflict and misbehaviour, and also between informal and formal conflict.
• Definitions are expected to clearly illustrate the differences between organisational conflict and misbehaviour, along with an example of each. Provide an explanation and a clear distinction around the two
• Organisational conflict and misbehaviour: forms of employee-organised conflict such as strikes, work-to-rule, go-slow, overtime bans, protests and deliberate negative or disruptive behaviour; forms of unorganised conflict, also known as misbehaviour, such as sabotage, fraud, absenteeism, walking out.

(AC2.2) An assessment of emerging trends in the types of conflicts and industrial sanctions.

Assess: Evaluate or judge the importance an issue and use available information to make a reasoned judgement.

• Answer must assess emerging trends in the types of conflict and industrial sanctions. Two emerging trends are expected to be assessed. The emerging trends must be relevant and current. Contemporary sources and references should be taken from the last 1-3 years at most.
• Examples of emerging trends: Shift from long strikes to shorter strategically planned strikes; trends in number of strikes, working days lost, number of workers involved; increasing use of injunctions by organisations; individualisation of workplace conflict, and the use of social media etc. Nature of sanctions possible and currently being applied, for example internal/external policies and principles, legislation and how applied.
• Include the impact of these trends in your assessment of them.
• Presentation is of a high standard. Considerable evidence of appropriate wider reading to inform answer. An excellent standard of in text referencing.

(AC2.3) Describe, and differentiate between, third-party conciliation, mediation, and arbitration as methods to resolve conflict before it escalates to an employment tribunal.

Distinguish: Show/recognise/understand what makes things different from each other.

• Answer must include the description and distinctions between third party conciliation, mediation, and arbitration.
• Definitions are expected to clearly illustrate the differences between conciliation, mediation, and arbitration, along with examples to support the differentiation.
• A detailed discussion of two key features, two similarities and two differences between them. Link it to current development the world of work too.
• Answer may consider advantages and disadvantages of each, and when each approach is most suitable. For instance uses in individual and collective disputes; role of conciliation in settlement of employment tribunal claims, role of mediation in restoring and maintaining employment relationship, role of conciliator and mediator in helping parties resolve their dispute; role of arbitrator in making a binding decision in a dispute; managing potential conflict situations to achieve consensus legally and ethically.

(AC3.1) An explanation of the principles of legislation relating to unfair dismissal and the procedure an employer should follow to manage capability and misconduct issues.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Identify relevant legislation, linked to unfair dismissal eg the Employment Rights Act, 1996 including a brief outline of its main principles regarding unfair dismissal eg the right not to be unfairly dismissed and the five fair reasons for dismissal.
• Answer must explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues – both capability and misconduct issues must feature in the answer. Relevant legislation and codes of practice should be included.
• Capability and misconduct issues: definitions of capability and misconduct; fair and unfair reasons for dismissal in relation to capability and misconduct
• Give confident, accurate and detailed information about the procedure to follow when addressing both capability and misconduct issues, with a clear outline of the steps required to deal with disciplinary procedures e.g., investigation, invite to disciplinary, and right to be accompanied.
• Must evidence understanding of the differences between capability and misconduct and how we manage them differently.
• Discuss the importance of acting fairly and reasonably; formal hearings and warnings; differences between ordinary and gross misconduct; record keeping; right to be accompanied to disciplinary hearings.
• Reference to ACAS code of practice and mention of the risks of not following these procedures
• Presentation is of a high standard. Considerable evidence of appropriate wider reading to inform answer. An excellent standard of intext referencing.

(AC3.2) An analysis of the key causes of employee grievances.

Analyse: Break the topic down into separate parts and examine each part with thoughts and judgements. Show how the main ideas are related and why they are important.

• Answer must analyse key causes of employee grievances – why they happen, their impact (positive and negative) and what can be done to stop them.
• Definitions of grievance; causes, individual and collective grievances; poor management, lack of flexibility, inequality in treatment, unfair rules, workload, working conditions, grading issues, interpretation of an existing collective agreement, bullying and harassment.
• Confident analysis around the concept of grievances, perhaps a definition with links to ACAS or CIPD. Identification and detailed explanation of two causes of grievances within the case organisation, with a clear link to the characteristics of the organisation.

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

Advise: Inform/offer guidance and recommendations

• Answer must advise on the importance of handling grievances effectively – why this is essential. I.e. to avoid legal claims; reputation of organisation and individual; impact on individual and team; addresses issues that may cause employee frustration, poor morale, absence, withdrawal of goodwill, resistance to change, resignation, psychological impact.
• A clear and confident explanation of two reasons why it is important that we handle grievances
• Answer should include confident explanation of how to handle disciplinaries and grievances successfully and consider the impacts of when they are not handled effectively.
• Impact further evidenced with workplace examples or case law.

5HR01 Employment relationship management 

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