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7HR01 Employment Relations and Management Assignment Answers
Our comprehensive 7HR01 Employment Relations and Management Assignment Answers offers firsthand experience how to structure your 7HR01 answers using appropriate terminology, and provide comprehensive explanations that align with the assessment criteria. This 7HR01 Employment Relations and Management Assignment Answers, provide detailed answers to guide you, helping you to know exactly what is expected in your responses, significantly increasing your chances of passing the unit. These 7HR01 answers have broken down complex topics of the 7HR01 unit into manageable sections, helping you grasp the essential aspects of Employment Relations and Management. By reviewing these comprehensive answers, you will acquire a clear and extensive understanding of the unit’s principles, guaranteeing that you are adequately equipped to fulfill your assessors’ expectations.
7HR01 Assignment Answers/ knowledge and understanding will be assessed through written responses to the following questions.
7HR01(Employment Relations and Management) : Assessment Questions
(AC 1.1)
Critical evaluation of the different perspectives on employment relations and how they influence the roles of people professionals.
Employment Relations and Management is not a new concept as it has prevailed, maintaining its significance within organisations in ancient days as well as modern times. In Europe ER emerged amidst the industrial relations that emerged in the 1920s. At the time, the term industry only included manufacturing firms (Mather, 2018). However, the phrase has expanded to include non-manufacturing parts of the economy as well as manufacturing ones due to modernity. Thus, corporate and employee relations presently encompass all types of work.
Industrial-work relations scholars have developed three management paradigms; unitarist theory, pluralist and radical perspective (Budd, 2020). These three differ significantly as has its unique perception of office interactions. The theories explain workplace disputes, unions, and work rules using distinct perspectives (Budd, 2018).
Pluralists view firms as powerful subgroups with different responsibilities and aims (Ackers, 2021). Unitarism views the firm as a harmonic totality. Management and staff work together to achieve goals (Cullinane, 2023). Radical also identified as Marxism is another name for the radical point of view. It examines how a capitalist society behaves in which there is a split of interests involving capital and labour.
The pluralistic method, usually used by unionised companies, advocates that workers and business executives share power (Ackers, 2021). In the pluralistic approach, which aims to strike an equilibrium of authority between management and staff, unions frequently play a crucial role. This strategy treats conflict as inevitable, despite its importance to creativity and growth (Kang &Sung, 2017). Mediation is to strike a balance between employee desires and management demands (Guest, 2017). For instance at Bank Al Habib (BAHL) Pluralist approach is applicable where trade unions are key employee representatives and help in conflict resolution. Employees have the freedom to become part of a trade union for collective bargaining (Mcllwee, 2020). Trade unions are granted the right to question management, but employers retain all decisive authority (Carstensen et al., 2022). However, Unions have played key roles in resolving arising conflicts which has seen the management strategies directed towards effective application of conflict management strategies (Van Buren III, 2022). By acknowledging that conflict is inevitable in a workplace that contains a diverse group of individuals BAHL has managed to keep its employees engaged and satisfied as they feel heard. Pluralist approach promotes good employment relations especially since it ensures that power is dispersed throughout the major bargaining factions to ensure that no one side dominates the negotiations (Budd, 2020).
On the other hand the unitarist approach doesn’t support the need for a third party between management and the employees such as a trade union as it considers this an outside intrusion to the existing relationship (Kaufman et al., 2021). It takes the stand all individuals in an organisation hold to a shared interest and so if well-managed, it will operate smoothly (Greenwood & Van Buren, 2017). Hence it assumes that conflict is abnormal and caused by troublemakers, bad communication, and poor management (Mather, 2018). For instance, in 2022 employees from Delivery Hero in Dubai walked out and gathered in protest over low pay that did not match the current standards of living (Debre, 2022). Eventually, these protests were met with deportation and prosecution for outbursts of dissent as many of the employees were foreigners from Africa, India and Pakistan (Debre, 2022). As with Delivery Hero, the power and authority rests in the hands of the of the management team. This is the characteristic of most non-unionised workplaces (Sheldon, 2015). For instance in the Middle East where trade unions are considered illegal, most organisations employ the Unitarist approach. Here, HR forms a forum where employee issues are managed and such cases are handled by Employee Relations department and employees are supported and guided through the process as per the policies of the organisation and labour law (Williams, 2020). Decision making is mostly centralized and employee feedback is not taken in most of the policy decisions, though there remains a mechanism to share employee opinion but management hardly implements any of employee suggestions. Generally, in the state of unitarism there is little to no interest in employee relations as employees are simply considered resources applicable to the production process and not part of the policy and decision making entity (Kaufman et al., 2021).
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(AC 1.4)
Define ‘good employment relations;Critically reviewing how this can be achieved in organisations.
(AC 2.2)
Review the practice of employee relation at an organization level including how it is being shaped by short term competitive pressures.
(AC 2.4a)
Analyse the changing nature of work in different parts of the economy.
(AC 2.4b)
Critically analyse how the changing nature of work is impacting or could impact employment relations in organisations, including at least two factors as a part of your analysis.
(AC 3.1)
Review evidence of external sources of advice that contribute to people management decisions,including which forms of voice are appropriate for different types of organisation.
(AC 3.3)
Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes.
(AC 3.4)
Drawing upon research evidence, identify and evaluate three different sources of data analytics that can be utilised to support the view that employee voice enhances organisational and employee performance.
(AC 4.1)
Critically analyse the role of collective bargaining in determining pay and other contractual issues in organisations.
(AC 4.2)
Assess the impact of negotiations between employers and employee associations/trade unions aimed at problem resolution.
(AC 4.3)
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