7HR01 Strategic Employment Relations

7HR01 Strategic Employment Relations

Learning Outcome 1: Understand different perspectives on employment relations and how they influence the roles of people professionals and line managers.

Q1: Provide an overview of the three main perspectives on employment relations, unitarist, pluralist and radical, explaining which approach is adopted at your organisation, critically evaluating how this influences the work of its people professionals. 

AC 1.1 Critically evaluates different perspectives on employment relations.

Learning Outcome 2: Understand how external institutions can shape employment relations at organisational level.

Q2: Employment relations strategies are shaped by competitive pressures; review how the current labour market and organisational strategy impacts the management of employment relations within the organisation. 

AC 2.2 Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures.

Learning Outcome 3: Understand how people professionals can work with employees and trade unions to sustain mutuality and voice

Question 3: Propose two distinct strategies to improve levels of engagement within the organisation and evaluate how their impact on organisational performance can be measured. Justify your recommendations. 

AC 3.4 Evaluate how organisations drive and assess employee engagement.

Learning Outcome 4: Understand how people professionals work with employees and trade unions to mitigate organisational risks.

Q4: Identify two different forms of collective bargaining, one in a unionised and one in a non-unionised environment, critically analysing their role in determining pay and resolving differences. Explain to what extent either applies to your own organisation. 

AC 4.1 Critically analyse the role of collective bargaining in determining pay and other contractual issues in organisations.