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Learner Assessment Brief
Level 5 Associate Diploma in People Management
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. A review of emerging developments to inform approaches to employee voice and engagement.
Employee relations has replaced industrial relations as the term for the relationship between employers and employees. Today, employee relations is seen as focusing on both individual and collective relationships in the workplace, with an increasing emphasis on helping line managers establish trust- based relationships with employees. A positive climate of employee relations - with high levels of employee involvement, commitment and engagement - can improve business outcomes as well as contribute to employees` wellbeing.
Managing the Employment Relationship
A positive employee relations climate and high levels of employee engagement have the potential to lead to enhanced business outcomes, better health and well-being. A review of emerging developments to inform approaches to employee voice and engagemen. Clicking on the link below takes you to a collection of resources covering employee relations and the psychological contract; employee communication and employee voice; employee engagement; mediation and conflict; absence management; diversity in the workplace; and flexible working practices.
You are the HR manager for Makite Solutions, a small-medium sized logistics company which distributes products nationally. Makite provide high-performance logistics and supply chain management to customers. Starting by delivering in their local area, they have experienced explosive growth over the last 3 years, becoming one of the leading lights in their sector. Makite is a unionised workplace.
This growth, however, has caused problems for Makite Solutions. Employee relations have become difficult between Makite and their staff and conflict is starting to become commonplace. Employees have mentioned “differences in personality styles”, “lack of respect” and “lack of support”. There is currently industrial unrest within the organisation, with instances of go slow tactics and talks of strikes.
As the HR manager, you have been tasked to create a policy document of key legal aspects and their implications, for Makite’s intranet library. You will also generate an advisory briefing note to senior managers facing industrial unrest in the organisation.
Task One – Policy Document 5HR01 Employment Relationship Management
You are required to produce a policy document containing key legal aspects and their implications. This should be designed to sit on the company’s intranet and should be formal in style.
The policy document can be broken down into two sections:
a) A review of emerging developments to inform approaches to employee voice and engagement (AC 1.1)
b) Differentiate between employee involvement and employee participation and how it builds relationships (AC 1.2)
c) Assess a range of employee voice tools and approaches to drive employee engagement. (AC 1.3)
d) Critically evaluate the interrelationships between employee voice and organisational performance.
e) Explain the concept of better working lives and how this can be designed. (AC 1.5)
a) Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues. (AC 3.1)
b) Analyse key causes of employee grievances (AC 3.2)
c) Explain the skills required for effective grievance and discipline-handling procedures. (AC 3.3)
d) Advise on the importance of handling grievances effectively. (AC 3.4)
This task requires you to produce an advisory briefing note to senior managers facing industrial unrest in the organisation.
The advisory note should contain:
Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you.
Task 1 – Policy Document Assessment criteria
A review of emerging developments to inform approaches to employee voice and engagement.
Differentiate between employee involvement and employee participation and how it builds relationships.
Assess a range of employee voice tools and approaches to drive employee engagement.
Critically evaluate the interrelationships between employee voice and organisational performance
Explain the concept of better working lives and how this can be designed
Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues
Analyse key causes of employee grievances
Explain the skills required for effective grievance and discipline-handling procedures
Advise on the importance of handling grievances effectively
Task 2 – Advisory Briefing Note Assessment criteria
Distinguish between organisational conflict and misbehaviour, and between informal and formal conflict.
Distinguish between official and unofficial employee action.
Assess emerging trends in the types of conflict and industrial sanctions
Distinguish between third-party conciliation, mediation and arbitration.
Explain the main provisions of collective employment law.
Compare the types of employee bodies, union and non-union forms of employee representation.
Evaluate the purpose of collective bargaining and how it works
The grid below shows the range of results you could achieve based on total number of marks awarded across all assessment criteria.
The overall result achieved will dictate the outcome you receive for the unit, provided
NONE of the assessment criteria have been failed or referred.
You will either receive a Pass or a Fail from the CIPD once the work has been moderated. The bandings below are used to indicate if your work is sitting at a low pass, pass or high pass.
0 to 31
32 to 41
42 to 52
53 to 64
Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support answers.
Required format adopted but some improvement required to the structure and presentation of the assignment. A review of emerging developments to inform approaches to employee voice and engagement
Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each answer.
Presentation and structure of assignment is appropriate for the assessment brief.
Answers are clear and well expressed.
Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well argued, directly respond to what has been asked. A review of emerging developments to inform approaches to employee voice and engagement.
The presentation of the assignment is well structured, coherent and focusses on the need of the questions.
Includes clear evidence of the use of references to wider reading to help inform answer.
5HR01 Employment Relationship Management
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