5HR01 Employment Relationship Management

5HR01 Employment Relationship Management

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A brief introduction to 5HR01

In 5HR01 Employment Relationship Management, learners are introduced to the approaches and practices that improve working relationships and productivity. Improving organizational performance is significantly affected by improving employment relationships.

Objectives of learning

By the end of this unit, learners will be able to:

  • Engage employees by understanding employee voice and engagement
  • Understanding conflict behaviours and dispute resolution techniques
  • Find out how to lawfully manage performance, disciplinary and grievance issues
  • Understanding the role of employee bodies in promoting employee relations

Supporting better working lives through employee voice and engagement

Engagement and employee voice: approaches

Engagement and voice of employees are viewed from different perspectives, including intellectual, emotional, and social perspectives. The learners understand how engagement is driven by leadership, management engagement, social media engagement and employee engagement surveys to determine how employee voice affects engagement. Employee voices, including those working in gig economies, are examined in detail for the learners. The concept helps students understand the importance of expressing their ideas and opinions to improve the job market. In addition, learners learn to differentiate between employee involvement and employee participation.

Engagement tools that drive employee voice, and the connection between employee voice and performance

Surveys collect employee information, and suggestion schemes are used to generate ideas and engagement in team meetings are examples of employee voice tools. Engaging employees in consultative committees and creating opportunities to participate in forums are other ways of enhancing employee voice.

By enhancing high-performance work practices, evaluating the different measuring performance, and determining the various variables that determine employee engagement, employee voice links to workplace performance.

Developing a concept for better working lives

To understand the definition of good work, learners must consider the fairness and decent nature of work and the terms that improve employment conditions. In designing a better working life, the employer should consider the nature of the work assigned to employees, the employer’s responsiveness to employees’ complaints and the assessment of the quality of their jobs towards improving organizational performance.

Conflict behaviours and dispute resolution at work

Distinguishing conflict from misbehaviour

Unresolved disagreements between employers and employees lead to conflict. Strikes, go-slows, protests and negative employee behaviour are typical outcomes of conflict, which distract the typical working systems. The term misbehaviour refers to deliberate negative behaviour on the part of employees. Fraud, absenteeism, lateness to work and theft are among the causes of misbehaviour. In addition, formal or informal conflicts may occur—formal conflict results from differences in leadership styles and disagreements between people. Informal conflicts result from spontaneous arguments, disagreements between people, and cultural differences.

Whenever conflicts arise, employers and employees take official and unofficial employee actions. When trade unions get involved in dispute resolution, official action is taken. Officially, union representatives manage conflicts per pertinent legislation and legal protection laws. However, taking unofficial action occurs without the consent of the trade union and legal protection for the parties involved in the dispute.

The differences between third-party conciliation, mediation, and arbitration

In third-party conciliation, a neutral person assists parties in conflict in understanding each other and helping them resolve their disagreements. Mediators guide the parties on what to do to resolve the conflict and explain the conflict to them. Arbitration is where a third party decides to resolve a dispute, and it is binding on both parties.

Conducting performance, disciplinary, and grievance management in a lawful manner

Legislation about unfair dismissal

A dismissal may result from issues related to capability or misconduct. Due to lack of capability, people fail to perform according to expectations or do not possess the qualifications necessary to complete specific tasks. Misbehaviour is considered misconduct when it violates the rules and regulations of the organization. Employers must act pretty when making decisions to ensure that dismissal is reasonable.

Procedures for handling employee grievances and discipline

The causes of grievances include poor management, lack of flexibility at work, unfair treatment, poor working conditions, and cases of harassment and bullying. Employers should handle them most appropriate to ensure that grievances and disciplinary actions are handled fairly and without bias.

Organizations in which grievances are handled according to procedures and processes are protected from legal claims. Employers should create a positive reputation for their organization to attract other employees. Employee frustrations can be minimized, and employees’ resistance to change can be reduced with effective grievance management. Employee resignations can be reduced, which improves employee retention.

The role of employee bodies in employment relations

Employee relations can be improved by understanding employment law provisions, such as disclosing information and collective agreements and procedures in official and unofficial actions.

Unions and non-union bodies represent employees in an organization. Trade unions are governed by union representatives who participate in union matters. In addition to joint negotiation committees and work councils, there are employee forums, staff councils, and pension bodies. Union representatives are expected to participate in the collective bargaining process to jointly establish rules relating to industrial governance and other agreements that enhance decision-making effectiveness.

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