What is CIPD 5HR01 Assignment Help Examples?
The CIPD 5HR01 assignment is a part of the Chartered Institute of Personnel and Development (CIPD) qualification in human resource management. It requires students to apply their knowledge and understanding of HR practices to a given scenario or case study.
Some examples of the topics covered in the 5HR01 assignment include employee engagement, performance management, talent management, diversity and inclusion, and HR strategy. Students may be asked to analyze the effectiveness of HR policies and practices, make recommendations for improvement, or evaluate the impact of external factors on HR functions.
To successfully complete the 5HR01 assignment, students need to demonstrate their ability to apply theoretical concepts and models to real-world situations, as well as their analytical and critical thinking skills. They may need to use relevant HR data, such as employee surveys or performance metrics, to support their arguments and conclusions.
Overall, the 5HR01 assignment is a key component of the CIPD qualification, as it allows students to showcase their knowledge and skills in HR management and prepare for a career in this field
5HR01 CIPD Assignment Help Examples as Explained by our Experts
|Task 1 – Policy Document Assessment criteria||Evidenced Y/N||Evidence reference Page number and location|
|1.1||A review of emerging developments to inform approaches to employee voice and engagement.||Y||8|
|1.2||Differentiate between employee involvement and employee participation and how it builds relationships.||Y||9|
|1.3||Assess a range of employee voice tools and approaches to drive employee engagement.||Y||9|
|1.4||Critically evaluate the interrelationships between employee voice and organisational performance||Y||10|
|1.5||Explain the concept of better working lives and how this can be designed||Y||11|
|3.1||Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues||Y||12|
|3.2||Analyse key causes of employee grievances||Y||13|
|3.3||Explain the skills required for effective grievance and discipline-handling procedures||Y||13|
|3.4||Advise on the importance of handling grievances effectively||Y||14|
|Task 2 – Advisory Briefing Note Assessment criteria||Evidenced Y/N||Evidence reference Page number and location|
|2.1||Distinguish between organisational conflict and misbehaviour, and between informal and formal conflict.||Y||15|
|2.2||Distinguish between official and unofficial employee action.||Y||16|
|2.3||Assess emerging trends in the types of conflict and industrial sanctions||Y||16|
|2.4||Distinguish between third-party conciliation, mediation and arbitration.||Y||17|
|4.1||Explain the main provisions of collective employment law.||Y||18|
|4.2||Compare the types of employee bodies, union and non-union forms of employee representation.||Y||19|
|4.3||Evaluate the purpose of collective bargaining and how it works.||Y||20|
Feedback Sheet 5HR01
|Task 1 – Assessment Criteria – Policy Document||Mark (1-4)|
|1.1||A review of emerging developments to inform approaches to employee voice and engagement.|
|1.2||Differentiate between employee involvement and employee participation and how it builds relationships.|
|1.3||Assess a range of employee voice tools and approaches to drive employee engagement.|
|1.4||Critically evaluate the interrelationships between employee voice and organisational performance|
|1.5||Explain the concept of better working lives and how this can be designed|
|3.1||Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues|
|3.2||Analyse key causes of employee grievances|
|3.3||Explain the skills required for effective grievance and discipline-handling procedures|
|3.4||Advise on the importance of handling grievances effectively|
|Total for this task||/36|
|Task 2 – Assessment Criteria (Provide rationale for judgements against each assessment criterion and identify areas for development)||Mark (1-4)|
|2.1||Distinguish between organisational conflict and misbehaviour, and between informal and formal conflict.|
|2.2||Distinguish between official and unofficial employee action.|
|2.3||Assess emerging trends in the types of conflict and industrial sanctions|
|2.4||Distinguish between third-party conciliation, mediation and arbitration.|
|4.1||Explain the main provisions of collective employment law.|
|4.2||Compare the types of employee bodies, union and non-union forms of employee representation.|
|4.3||Evaluate the purpose of collective bargaining and how it works|
|Total for this task||/28|
|Unit Grade (your grade is provisional until moderated and confirmed by the CIPD)||/64|
|Summary Strengths Development Points|
|Internal Quality Assessor (complete if sampled)|
1.1 Overview of emerging development to appraise approaches to employee engagement and voice
Employee engagement and employee voice are necessary for organisational development. Agreeing with the above statement the study of Osborne and Hammoud (2017) has analysed that employee engagement level helps an organisation to improve its business outcomes. In order to enhance employee engagement, the organisation provides a voice to employees, where they can share their problems and happiness with the organisation. It makes them comfortable, happy and engaged in the workplace. In spite of that, companies promote their employees only based on their skills, which motivates them to give their best in the workplace Johnson et al. (2018). With the help of the Employment Rights Act 1996, organisations try to give a voice to employees. According to O’Connor (2021), the Employee Rights Act, 1996 covers the rights of the employees in different situations of the workplace. Moreover, it allows employees to share their opinion, happiness, feelings and problems in all the situations of the organisation. For instance, in order to develop employee voice, Agility used Employee Rights Act 1996 in the workplace (Nurdewanto et al. 2019). This act guides Agility, to comfort its employees about the importance of their opinion for organisational development. Moreover, it also allows Agility to communicate concern, opinion and ideas with the employee, which enhance employee engagement in the workplace.
Hence, from the above discussion, it has been clear that by following the Human Rights Act 1996 Makite can provide a voice to its employees. This helps the organisation to enhance employee engagement in the firm. Moreover, Makite can also motivate its employees and enhance their engagement by promoting employees based on their skills. In spite of that, by involving employees in the division-making procedure and collecting their opinion for organisational development Makite can enhance its employee engagement.
Figure 1: Benefits of Employee Engagement
(Source: Osborne and Hammoud, 2017)
1.2 Differentiate between employee participation and employee involvement, and how it develops relationships
According to Khalid and Nawab (2018), the main difference between employee involvement and employee participation in the business activity that an employee performs in the workplace. On the other hand, employee involvement is the input level in decision-making about business performance. In this context, the study of Osborne and Hammoud (2017), has analysed that employee involvement gives a better outcome to an organisation rather than employee participation. Employee involvement allows employees to get engaged in decision-making sessions, which makes them satisfied and enhances their participation in the workplace. For example, to get a better outcome from the workplace, Wincaton always focuses on employee involvement rather than employee participation. It believes that employee engagement always convenience employees to perform their jobs properly. Since, it has been determined that to achieve more success and to minimise the issues between organisation and employee, HR of Makite have to give more priority to employee engagement rather than employee participation. In order to enhance employee engagement, the HR of Maiket has to take the feedback from employees about the selected decision. Moreover, HR has to allow employees to participate in the decision-making procedure, which helps them to think that the organisation gives value to their opinion.
1.3 Analyse approaches and employee voice tools for employee engagement
According to Tran et al. (2020), the employee-centred leadership style makes the relationship between employee voice and transformational leadership, which instruct leaders to openly discuss with their team members about each matter of the workplace. It increases employee engagement in the workplace. However, Clipper used employee-centred leadership styles in the workplace, where team leaders make decisions or working strategies based on the employee demands (Lee, 2020). Moreover, the HR of Clipper shares all the information with their employees by using the non-hierarchical method, which makes a strong relationship between the organisation and employees, motivates them for employee engagement. According to Albrecht et al. (2018), sharing information in non-hierarchical methods helps an employee to feel that they are a valuable part of the organisation, which motivates them to engage with all the actions of the organisation. In this context, the study of Albrecht et al. (2018) has analysed that, with the non-hierarchical methods, feedback procedures also soar the employee engagement. In the feedback procedure, the employee can freely share their thoughts and experience regarding the services of the company, which give them high satisfaction.
According to Employment Relations Act 1999, Employees have the full right to share their opinion about organisational development Hann et al. (2017). Moreover, this act also allows them to derecognition, recognition of trade unions and participate in every industrial action, which increases employee engagement. In order to follow the Employment Relations Act 1999, HR of Maiket can use an employee-centred leadership style. Moreover, by sharing information with employees in non-hierarchical methods, HR can inspire them to enhance their engagement for organisational success. In addition, by collecting feedback from the employee about their experience in the organisation, Maiket can expand employee engagement.
Figure 2: Employee Engagement approaches
(Source: Armaroli, 2020)
1.4 Critical evaluation of interrelationship between organisational performance and employee voice
According to Osborne and Hammoud (2017), employee voices allow employees to share their ideas in the group discussion. It helps a manager to analyse lots of ideas at a time and find the most unique and beneficial idea in an easy manner. This is extremely beneficial for organizational performance. In this context, the study of Armaroli (2020), has analysed that, high employee voice in the decision making procedure increases the performance of an organisation. However, the participation of all employees in the decision-making procedure may create conflicts among the human resources, which may also affect the organizational performance. Based on this context, the HR of Agility arrange meetings with the employees by making several small groups Silva et al. (2018). It helps the organisation to avoid conflict during the group discussion and to complete the decision-making procedure efficiently. It creates a positive impact on the organisational performance of Agility.
Hence, it has been determined that Maiket can easily enhance its organisational performance with the help of employee voice. In order to do this job, HR has to make some small group of employees during the decision making procedure. Moreover, by clarifying the position of each group member before starting the discussion, the HR of Maiket can successfully collect all the employee voices from the group meeting, and apply them in the proper position for the explanation of organisational performance. According to Shin (2018), Clipper logistics always prefer to evaluate the position of each member in the group discussion before starting the meeting. It helps the organisation to peacefully complete the meeting and to collect valuable information from the discussion, which creates a positive impact on the organisational performance of Clipper.
1.5 Explain the concept of better working lives and the process of design it
The concept of better working lives is specific for organisational inputs which guides them to influence the employee’s satisfaction and expand the organisational effectiveness Pak et al. (2019). In better working life, employees become permitted to feel that they have control over their jobs, which not only satisfies them but also helps them to manage their job their own way. Furthermore, better working lives also enhance the safety of employees in the workplace. Based on this discussion, the study of Taylor (2019), has analysed that by providing better working life to employees an organisation can easily expand its productivity and decrease the absence of employees. However, according to The Health and Safety at Work act 1974, it is the duty of an organisation to provide better work lives to its employees, so that their health and safety does not hamper the organization. On the other hand, the Human rights act 1966 also instructed organisations to make the working journey of employees comfortable in the working field.
According to Pak et al. (2019), in order to develop a better working life, an organisation has to set a fixed working hour, such as 9 hours. Moreover, the organisation has to allow its employees to do their jobs on their own. In addition, the company has to pay all the salary to their employee on time. For instance, Amazon logistics has fixed 45 hours per week for its employees (Bertalero et al. 2020). Moreover, it also dispatches all employees’ salaries by the 1st week of a month, and also maintains all the safety protocols of the Health and Safety Act 1974, which has helped the organisation to create better working lives for the employee. Since it has been cleared that by providing salary on time and to develop a fixed working hour Maiket can create a better working life in the firm.
Figure 3: Characteristics of better working live
(Source: Pak et al. 2019)
3.1 Explain the legislation principles relating to unfair dismissal in respect of misconduct issues and the capability
According to Petasis (2018), all organisations follow the Employment Rights Act 1996, in order to prevent unfair dimensions in the workplace. Employment Rights Act 1996 protects the rights of employees from the unfair dimensions of the organisation (Johnson et al. 2018). Moreover, it also helps employees to get maternity leaves and paternity leave as their requirements. From the study of Hinton et al. (2019), it has been analysed that some of the organisations do not provide the salary to their employee properly. Moreover, they forced their employee to do extra working hours, which create an unfair dimension in the workplace. However, according to the Employment Right act 1996, it is the right of an employee to get jobs based on their skills. Hence, some companies judge their employee by their skin tone, religion, gender and other disadvantaged background, and bully them in the workplace. It is against the Employment Rights Act 1996. Therefore, to maintain the Employment Rights Act 1996, Amazon logistics provides the salary to its employee properly (Bertalero et al. 2020). Moreover, it never forced its employee for extra duty, and provide incentives to employees if anyone do extra duty. Furthermore, it promotes its employees based on their skills. Hence, from this discussion, it has been cleared that with the help of the Employment Rights Act 1996, Maiket can prevent the unfair dimensions from the workplace. Moreover, to maintain this policy Maiket have to give respect and supports to its employees. Furthermore, Maiket has guided its employees to avoid harassment and inequality in the workplace.
3.2 Analyse the reason for the grievances of employee
According to Cheng et al. (2017), bad behaviours of hierarchy is one of the main reasons for employee grievance. Furthermore, when an employee does not get their salary properly or has to work for a long time, then he/she expresses his/her grievance towards the company services. In this context, the study of Hinton et al. (2019), has analysed that while employees do not get the right to interfere in the company matter, then they become dissatisfied with the company. In addition, if another employee bullies an employee based on their personality or background, then the employee shows his/her graveness towards the firm. However, in the case of Maiket, employees have expressed their grievances, because the company cannot manage the employee conflicts properly, one group of employees mihabs with another group of employees. Furthermore, employees do not give respect or support to their co-workers.
Figure 4: Reasons for Grievance
(Source: Cheng et al. 2017)
3.3 Explain the skills needed for discipline and grievance handling procedure
According to Habeeb and Kazeem (2018), time management is very important for discipline maintenance. On the other hand, communication skills are important to manage the graveness in the workplace. In this context, the study of Cheng et al. (2017) has analysed that, with the help of the non-hierarchical method, managers directly communicate with the employee and try to analyse their grievance properly. After that, based on the analysis, with the help of strong communication skills and critical thinking skills, they manage their employees. Direct communication among the managers and employees, helps employees to feel that hierarchy gives priority to their feedback and opinion. It effectively helps managers to manage the graveness of employees. According to Ausloos (2020), to handle the grievance the managers of Tesco empathise with their employees with the help of communication skills. Moreover, based on the situation they also provide compassion to employees to satisfy them. According to Hinton et al. (2019), the use of compassion always works best in grievance handling. However, the HR of Maiket has to communicate with the employee to solve their grievances. Moreover, the company has to provide empathy to the employees, so that they become convenient to corporate with each other in the workplace.
Figure 5: Approaches of Grievance handling
(Source: Héliot et al. 2021)
3.4 Importance of grievance handling
According to Héliot et al. (2021), employee grievance always affects the workplace and organisational productivity. Furthermore, it also creates a bad reputation for the organisation in front of these customers. In this context, the study of Habeeb and Kazeem (2018), has analysed that due to lack of grievance handling many companies have to lose their human resources, which has badly affected their business. Furthermore, employees made strikes in the working field, which reduced the productivity of the company. In order to avoid this issue managers have to handle the grievance of the organisation. According to Song (2021), Freightliner logistics employed some special human resources for handling the employee grievance, because it has already faced a lack of productivity due to the employee grievance.
In the given study Maiket is facing industrial unrest in the organisation. The conflicts between the employees are affecting the productivity of the company. Furthermore, employees are doing strikes to solve their grievances, which has also affected the reputation of the Maiket. In spite of that, employees are denied work with their co-workers which has created a negative impact in the workplace. In order to stop these issues and to enhance the reputation and productivity of Maiket, HR has to handle all the employee grievances effectively, by using their communication skill and critical thinking skill.
Task 2: Advisory Briefing Note
2.1 Differentiate between organisational misbehaviour and conflict, and between formal and informal conflict
Organizational misbehaviour can be defined as any type of intentional actions done by the members of the organizations that might have the potential of violating the norms of society and the organizations as well. Therefore, it can be stated that the misbehaviour of the employees is main factor in violating the social and organizational norms. There are different types of organizational misbehaviour and some of them include intrapersonal, interpersonal, property and production. On the other hand, as highlighted by Buchanan and Huczynski (2019), it can be implied that organizational discomfort can be defined as the state of discomfort that mainly occurs because of the perceived or actual opposition needs, interests or values between the people that are working together for the organizations.
Formal conflict resolution is the process where the employees only get to represent their issues and complaints but they are unaware of deciding the outcomes of the same. On the other hand, informal conflict resolution is the process that has its main focus on the outcome than on the entire process. Therefore, it can be stated that organizational misbehaviours and conflict can give rise to different types of issues that might ultimately lead to the failure of the overall growth of the organization as stated by researchers and scholars. Hence, employees working for the organization should always take care of the needs and demands of each other as well as the employees in order to reduce the chances of conflicts to occur between employees and employers as highlighted by Bratton (2020).
Figure 6: Organizational conflicts
(Source: Buchanan and Huczynski, 2019)
2.2 Differentiate between unofficial and official employee action
From the article of Marcinko and Taylor (2021), it has been identified that employee action can be defined as the action that can be raised by the employee or on behalf of any employee. Employee actions are always based on the relationship of employees and their employers. As influenced by the idea of researchers, informal employee action can be described as the action that is mainly done for securing compliance with the legislation and not with the recourse to formal action. In addition to this, informal employee action involves offering advice, verbal warning as well as actions for requesting the employee to behave as per the rules of the company. On the other hand, formal employee action is taken after complying with the statutory methods for taking all the necessary steps against the employee. In addition to this, it can be implied that during formal employee action, employees have the right to take any colleague with him or her for supporting the same. Therefore, this can be stated that presence of a colleague along with the accused employee is one of the major differences between the formal and informal employee action as highlighted by Palm et al. (2020).
Figure 7: Employee misconduct and action
(Source: Marcinko and Taylor, 2021)
2.3 Analyse the emerging trends in the different industrial sanctions and types of conflict In the modern times everything has changed and the change has mostly being observed in the industrial sanctions and conflicts. As per the suggestion of Kuriakose et al. (2019), it can be stated that in the present time there is cordial relation between the trade union and the management of the companies. In the same way, relationships between the employee and the employer have also changed and the employers as well as employees are now more focused on the developing themselves rather than the salaries and salary hikes. In addition to this, as suggested by Babalola et al. (2018), it can be stated that informal conflicts are very less found now-a-days as the employers are more focused on protecting and developing the employees and this has further helped in reducing the conflicts among the employees. However, there are different types of other conflicts that are identified nowadays and some of them are listed in this section:
Conflicts based on tasks: As per the idea of Kuriakose et al. (2019), it can be stated that these types of conflicts occur when a group based task is not communicated with every members of the group.
Conflicts because of leadership: Style of leadership of any leader might not please some of the employee as everyone has different types of leadership and this lead to conflicts
Work style conflicts: Just as the style of leadership, there are different types of working as well and this might at times lead to conflict among the workers as well.
Figure 8: Types of conflicts
(Source: Babalola et al. (2018)
2.4 Differentiate between third-party conciliation, arbitration and mediation
In reference to the context of Ibsen (2021), it can be stated that third party mediation and conciliation is the process by which more than two parties tries to reach an amicable agreement by the help of another party most commonly known as third party. On the other hand, as per the idea of Pender et al. (2019), it can be implied that arbitration is the process that involves submission of the disputes by the agreement of the parties to more than one arbitrator and these arbitrators then make binding decisions regarding the disputes. Furthermore, it can be stated that arbitration is consensual. Hence, it can be stated that one of the major difference between third party conciliation, mediation and arbitrations is that in arbitration arbitrators are present and in the former one only party are present and in front of them the dispute is settled as highlighted by Ibsen (2021) in their article.
Figure 9: Third party reconciliation mediation and arbitration
(Source: Pender et al. 2019)
4.1 Explain the provisions of collective employment law
According to Albrecht et al. (2018), in order to manage the employees in a proper manner, the human resource management of UK based organisations used different types of employment laws in the workplace. Almost all organisations maintain a common employment law, which is Employment Rights Act 1996. In this context, the study of Rose (2017), has analysed that, Employment Rights Act 1996 supports the employees to access their rights in each dimension of the workplace. Moreover, with the help of this act employees can apply for their required leaves as per their requirements, such as maternity leave, paternity leave and so on. In spite of that, the Employee Right Act 1996 also allow employees to participate in the function of the workplace. However, the Employment Act 1996, Employee Relation Act 1999, also allows an employee to share their opinion and perspectives for organisational development. In this context, the study of Villegas et al. (2019), has determined that organisations follow these two policies to enhance engagement in the workplace. Moreover, to reduce the conflicts between employees and to make a good relationship in the workforce, HR used the Employment Act 1996. According to Employment Act 1996, one employee cannot harass another employee (Johnson et al. 2018). Moreover, they have to respect their co-workers and have to corporate with them in the workplace. In addition, in order to maintain equality in the workplace, some companies used Employment Act 1996 in the working field, such as Amazon Bai et al. (2018).
According to Batool (2020), for the maintenance of equality in the workplace, an organisation can use the Equality Act 2010. It guides both organisations and employees to maintain equality in the workplace, which reduces the amount of grievance and conflicts in the firm. In spite of that Part-time worker regulation 2000 helps an organisation to give value, respect and a comfortable working atmosphere to the part-time workers Tagoe (2019). Hence, it has been determined that in order to manage the conflicts of employees and to develop an efficient working atmosphere Maiket can use Employment Act 1997, and the Equality Act 2010 in the working area.
Figure 10: Employment Law
(Source: Tagoe, 2019)
4.2 Compare the employee body types, non-union and union forms of employee representation
According to Armaroli (2020), the non-union form of representation is data and consultant representative, who is chosen from the consultation body and subsequent information. This type of representation has the right to fight against dismissal. On the other hand, union representation is designed as employee dispensation who have rights to look for a union or individual in order to constitute them for the purpose of discussing with the management regarding the issues, such as working conditions, hours, and wages and so on. In this context, the study of Bai et al. (2018), has analysed that the main difference between the non-union and union representation is the joint discussion between the employees and management. Moreover, union representation takes the help of laws and policies to solve the problem. On the other side, Non-union representation solved their problem only through consultation, in which few falls under the laws and maximum are the voluntary consultative bodies put up by the staff to discuss with the workforce and improve communications Wright et al. (2019). However, both of the representation works for the enhancement of employee performance Bai et al. (2018). Moreover, in the organisation, it tries to give a comfortable working atmosphere to the employee.
According to the case study, Maiket is a unionised workplace, and the employees of the union are grieving against the management department of the organisation. The main aim of Maikety’s union is to provide a peaceful and comfortable place to the employee so that they can give their full focus on their job. Furthermore, they also want to reduce the conflicts of the employees of Maiket by developing a strong management policy in the workplace, because they have realised that employee conflicts affect the entire productivity of the organization in a bad manner.
4.3 Evaluate the importance of collective bargaining and how it works
Collective bargaining is a negotiation procedure between the employees and management of an organisation, where both discussed the organisational issues and select some policies and strategies to solve this issue (Slinn, 2020). In this context, the study of Kaminski et al. (2020), has analysed that the use of collective bargaining allows both organisation and employees to protect their interests in the workplace. Organisation used this strategy to avoid conflicts between the management and conflicts. Sometimes, it also helps the management to mitigate the conflicts among the employees as well. In this context, Slinn (2020) has analysed that collective bargain power helps an organisation to enhance employee engagement in the workplace. Moreover, it makes employees more responsible for their duty in the organisation. However, the management department of Maiket can use this strategy to reduce the grievance of its employee. Moreover, with the help of collective bargaining management can make a deal with the employee, that both will maintain all the policies of the organisation properly in the working area. This helps Maiket to manage its employee conflicts and get back to its previous position in the logistic industry.
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