5hr01 Employment Relationship Management Assignment Sample

5hr01 Employment Relationship Management by New Assignment Help.

  • 54000+ Project Delivered
  • 500+ Experts 24x7 Online Help
  • No AI Generated Content
- +
35% Off
£ 6.69
Estimated Cost
£ 4.35
Table of Contents
20 Pages 4968Words

5hr01 Employment Relationship Management , Employee And Engagement

Get free written samples from expert assignment writers and academic writing services in UK.

Task One:

Section 1:

Review Of Emerging Developments to Inform Approaches to Employee and Engagement

Employee Voice and Employee Engagement

Giving employees the chance to share their thoughts honestly and without worrying about the repercussions on their reputations or standing at work is how employee voice is frequently defined. Therefore, staff members have the power to affect the workplace. Based on these influences the workplaces identify new ideas and Innovations. That is known as the voice of the employees (Rigby and Ryan, 2018). When every employee takes facilities for encouragement in the workplace and the workplace gives opportunities to the employees because the workplace knows that if they are given these facilities to the employees. So that they are always achieving something new and valuable information. That is to make opportunities for the employees as well as the workplace. That means, Employee voice, as the term suggests, is listening to employees, involving employees, and taking into consideration their opinions. Employee voice can take on many different forms, such as when an employee addresses his grievances when an employee joins a union and participates in talks as part of collective bargaining when an employee participates in decision-making, etc (Van Gramberg et al., 2020).

Additionally, employee engagement is when any workplace kindly responds to the employees’ performances and encourages them for doing plan base activities which are known as employee engagement (Ababneh, 2021). Human resource professionals use the term "employee engagement" to describe how enthusiastic and committed an employee is always to their work. Motivated workers care about their work and the organization's success and feel the impact of their efforts. Employees who are engaged in their work may believe that their success as an organisation and, consequently, their own performance and health, go well beyond compensation. (Motyka, 2018).

New Trends Used by Organisations for Employee Engagement and Employee Voice

Employee engagement and employee voice always used new trends for managing the activities. Those are mentioned below,

Create an inclusive and diverse workplace:  The EE and EV is one of the most important factors in any organization because both of these assist every organisation to make a proper workplace to maintain activities properly (Singh, 2019).

Managing employees’ performance effectively:  In any workplace managing the EE and EV is very essential because these helps the organisation maintaining employee’s performances and make the workforce more productive (Hangal, 2019). Although, It has some positive and negative sides and that is measuring the performance in the workplace.

Set specific goals that get the result: The specific goals help to achieve a better result for the future and make performances better for the employees and also the workplace (Díaz et al., 2020). That is the reason setting specific goals is one of the other major parts of the organisation.

Support employee health and wellness: By utilising effective EE and EV, an organisation can focus on employees’ health and wellness conditions. That is to measure organisational good behaviour for the employees and the employees encourage them with this behaviour (Passey et al.,2018). That is the reason these significant points indicate the positivity for ay workplaces.

Recent Developments That Inform How Employee Engagement and Employee Voice Are Delivered

In recent years, many businesses have incorporated LEAN and Continuous Improvement ideas into how they operate, giving their staff the freedom to simplify and rethink work processes to reduce waste and enhance customer service. Many organisations have been able to reduce expenses, expand their operations, and meet rising customer demand by reengineering business processes through employee-driven innovation. whereas others that did not utilize these strategies are no longer in existence (Kwon and Farndale, 2020).

Differentiation between employee involvement and employee participation

Employee Involvement and Employee Participation

Employee involvement is one of the most important parts of the organisation. That is known as the employees when involve in any activities for making something new the organisations and the organisations with the help of employee involvement achieve something, which is valuable for the company. That means employees are direct participants in the organisation and fulfill the objective by applying their own ideas, experiences, and efforts that all are the help of the organisation for solving the situation and also help makings decisions (Amor et al., 2020). Employee participation is also another important part of the company. That is known as the company’s direct involvement in kind of situations and the situation quickly changes their way and finds solutions.

Similarities And Differences Between Employee Involvement and Employee Participation

Employee participation and employee involvement have some points of view quite similar and some point of view quite different. Based on this simile point indicates both are define employee’s encouragement and behaviour. But it depends on the different things viewpoints on the employees’ involvement, in that case, employees share their own innovative ideas. Additionally, employee participation indicates the employees in this situation are involved and help to the company for doing activities (Pham, Tu?ková and Jabbour, 2019).

Employee Involvement and Employee Participation in Relationship Building

Employee involvement and Employee participation both are interrelated to each other. based on employee Involvement the organisation shares more innovation plan that helps the organisation for doing things. After that with the help of employee participation, based on those innovative ideas they have been critically involved in this portion (Hussain et al., 2018). That is the reason employee involvement and employee participation both are connected to each other.

A Range of Employee Voice Tools and Approaches to Drive Employee Engagement

Some Tools used for Employee Voice (At least Three)

There are some tools which are used for the employee voice and these tools are used by organisations to encourage the employee voice in the organisation. The tools of employee engagement are given below:

  • One of the major tools of the employee voice is communication and that can play a huge role to enhance employee conversation in different ways (Jha et al., 2019). The employee voices need to be improved in the workplace in order to bring improvement in employee engagement. Communication is one of the effective tools that improve the employee voice in the workplace and that also drives employee engagement.
  • Another important tool for the employee voice is Survey and most organisations use this tool to improve the employee voice in the workplace and that also positively impacts employee engagement (Budd, Lamare and Timming, 2018). The pulse survey is mostly used in the organisation and the pulse survey is brief and regular questions sets that are sent to the employee and that helps to gain the views of the employees on different subjects such as job-related roles, communication as well as relationship. Though it helps to improve employee engagement.
  • Open meetings are also one of the major tools for the employee voice in the workplace and it impacts on employee relations. The open meeting enables the employees to communicate and improves the voices of the employees and that enhances employee engagement in the workplace.

Pros and Cons of these Tools

There are also some pros as well as cons of these tools of employee voice and the pros and cons of these tools are given below:


In terms of communication in the workplace, it also contains advantages as well as disadvantages and those are:

  • Pros: It helps to build relationships within the workplace as well as it also helps to maintain the relationship (Budd, Lamare and Timming, 2018).
  • Con: The communication may be failed to deliver to the person which doesn’t matter how strong the communication is there. If the other party not listened then it also may bring problems to the organisation.


The survey also includes some advantages as well as disadvantages and those are:

  • Pros: The survey in the workplace helps to understand the employees’ viewpoints on the different subjects of the workplace.
  • Con: The survey includes past moments of the company and that may bring problems to the company, and that puts the company in a situation where the company reacts to the past rather than planning for the future.

Open Meetings:

Open meetings are also one of the effective tool which also includes some pros and cons and those are given below:

  • Pros: The open meeting enables the employees to be focused and the participation of the employees improves the relationship in the workplace.
  • Con: The discussion of the meeting may go off track and that also may bring problems to the organisation.

The Interrelationships Between Employee Voice and Organisational Performance

The relationship and connection between voice and performance

The voice and performances both are quite different to each other because the voice is mentioned that express ideas and also explain a thought. But the performances are mentioned that based on those thoughts start doing activities that are known as the relationship between employee voice and their organisational performances.

Section 2

The Principles of Legislation Relating to Unfair Dismissal in Respect of Capability and Misconduct Issues

Legal Guidance and Main Legal Principles for Unfair Dismissal

Employees are protected from unjust termination by law. The Employment Rights Act 1996, as revised by various legislation, is the primary act that contains the majority of the law in Great Britain on unfair dismissal. The idea of fair treatment of employees forms the cornerstone of unjust dismissal law. The employee must prove their dismissal in order to pursue a claim; the employer must prove that the dismissal was legitimate and for a specific reason in order to effectively challenge the claim.

specifically, Elaborate on The Capability and Misconduct Issues

If an employer claims that an employee was fired due to incapacity, they must demonstrate that they gave the individual a reasonable chance to improve performance or get well before starting work. The employment tribunal may declare the employee's termination to have been unfair in the event that the employer fails to fulfill its obligations.

key causes of employee grievances

 Different Causes of Grievance

  1. Work environment:

    It might be undesirable or insufficient working conditions. For instance, inadequate lighting, heat, or physical workspace conditions, defective apparatus and tools, subpar materials, unjust rules, and lack of understanding.

Supervision: The way a supervisor interacts with an employee, including any impressions of unfairness, favouritism, nepotism, caste loyalties, and local attitudes, may raise questions about the supervisor's general methods of supervision.

Organizational change: that is one of the most important factors in the organisations. Based on the organisational changes that are deeply impacted in the environment of the organisations and achieve something in future perspective.

Specific Grievances Can You Identify in The Case Study

As an HR manager identify two grievances in this case study the first one is the work environment and the second one is organizational change. Both are critically included in this case study.

The Skills Required for Effective Grievance and Discipline-Handling Procedures

Key Skills Needed for Managing Disciplinaries and Grievances

  1. Create the system:

The content of the employee handbook needs to include the grievance procedure so that everyone can quickly access it.

  1. Acknowledge the grievance:

While users don't necessarily need to address it right away, business should do so to let company staff members know that their complaint has been received. Inform their staff that they have received their report and are prepared to take action.


Not all subjects merit hearings. Generally speaking, it is critical to establish the validity of the complaint. Comment on the circumstances or happenings and gather any useful information. Other employees must be informed of the situation, given the chance to explain themselves, and given the chance to produce any supporting documents, even though it may not always be required. Advise on the importance of handling grievances effectively

Why is it important to handle grievances? How should grievances be handled? What is the best practice around this? What makes the process effective?

The management of employee complaints or dissatisfaction is known as grievance handling. By creating official grievance handling procedures, companies give their employees a secure setting in which to voice their concerns. And establish a channel as well to defend those principles and the reasoning behind the choices. It is preferable for employers to handle complaints in a kind and supportive manner in order to avoid unnecessary escalation and negative emotions. Grievance handling procedures also make it possible to quickly identify and curtail any improper or unpleasant behaviour.

Task 2

Differentiate organisational conflict and inappropriate behaviour, as well as informal from formal conflict

Differences Between Conflict and Misbehaviour and Between the Formal and Informal Conflict

Fraud, dishonesty, tardiness, and absenteeism at employment are just a few examples of the types of behaviour that may lead to undesirable outcomes. There are two types of disagreements: official and unofficial. Disagreements over different approaches to leadership, as well as conversations that are prompted by opposing points of view, may lead to formal conflict (Okere, 2022). The complaint will be submitted during the official resolution process, but it will not have the final say in the matter. In the process of informal conflict resolution, the end outcome is given greater weight than the steps used to get there (Sportel, 2022).

Instances Of the Differences in the Case Study

According to the examination of the case study, the employee relations that Makite has with its workers have worsened, and conflict is starting to occur more often. Employees have cited “differences in personality types,” “lack of respect,” and “lack of assistance” as reasons for their dissatisfaction with the company. Currently, there is workplace unhappiness going on inside the company, which has led to incidents of go-slow techniques and talk of going on strike.

Difference between official and unofficial employee action

What Are the Differences Between Official and Unofficial Employee Action?

It is not required for a worker to be a member of a labour organization in order for them to be able to take part in a sanctioned formal industrial action. Unofficial industrial actions are ones that have not been approved by the union as part of the collective bargaining agreement. Based on these differences the actions taken by the employees have different levels of implication (Murphy, 2022). The official or registered employees have a better position and they have applied diversified rights from the employment legislation. On the other hand, unofficial employees have the right to confess as per the employment legislation but the power of their claims is lower than official employees.

What Different Types of Employee Action Can You Identify from The Case Study?

From the case study, it has been seen that Makite solutions have faced a wide level of issues regarding employee engagement. In that case, employees are claimed that they have faced a lack of respect, lack of support and they find differences in the personality of the leaders in their workplace. Regarding these negative facts, employees can take action as per the law of the “Employee Act 2010” which can help them take some preventive actions regarding the negative actions they have faced in their workplace.

Examine different patterns in conflict and industrial sanctions.

What Are the Trends in Some Types of Conflicts in The Organisation?

In an organisation there are three main reasons where the conflicts are comes from which are: Task conflict, Relationship conflict and Value conflict.

Task Conflict

Task conflict comes from the lack of cooperation, lack of understanding and different opinions of the management and employees in an assignment of the project.

Relationship Conflict

The unprofessional attitude, Lack of value and respect for each other are the reasons for the relationship conflict.

Value Conflict

The differences between the value, ethics, region or regional beliefs are the reason for the value conflict among the employees in an organisation.

(Source: Meissner, 2022)

What are the trends in some types of sanctions that can be used?

To protect national security interests, international law, and global peace and stability from threats, states, multinational or regional organisations may choose to impose political and economic sanctions on governments or other entities as part of their diplomatic efforts which are (Murphy, 2022):

  • Justifications for sanctions.
  • Economic penalties
  • Diplomatic penalties
  • Military measures.
  • Sanctions in sport.
  • Environmental sanctions.
  • Penalties for certain people.

Describe the differences between third-party conciliation, mediation, and arbitration.

Description About the terms conciliation, mediation and arbitration

Conciliation is a method for resolving disputes in which a third party supports the litigants in finding a solution that is acceptable to both sides. A third person facilitates the parties' ability to resolve their differences throughout the mediation process (Dekker and Farnum, 2021). In the arbitration process, a neutral third party is chosen to examine the dispute and hear arguments from both parties in order to obtain a binding decision.

Distinguish between the three of them






It has the power to enforcement decision

It does not have any power

The mediator's ruling is not as enforceable as an arbitral verdict.

Prior Agreement


Not Required

Not Required


The Arbitration and Conciliation Act 1996

The Arbitration and Conciliation Act 1996

Code of Civil procedure, 1908

(Source: Ige et al. 2022)

The Main Provisions of Collective Employment Law

The Main Points Related to Union Relations in The Employment Law

The employment law of the UK is an act in order to make the provision related to the process for the resolution of the different issues of employment. It also concerns with the compensation of the employees and it also focuses on the financial loss in case of non-payment or unlawful underpayment (Ioannou and Dukes, 2021). It also makes provisions for the minimum wage legislation. These are the major points of the employment law of the UK and these are included in the Employment Act 2008.

The Most Important Elements of The Employment Law

The important elements of the Employment Act 2008, are such as the compensation of the employees as well as it also includes the provisions of the minimum wage (Morton et al., 2018). It also relates with the credit of work as well as it also focuses on other subjects such as health, safety, and societal security and many other things. These are the major elements of the employment law and these are majorly followed by the companies.

What Are the Purposes of This Law?

The main purpose of employment law is to make better relationships between the employer and employees. It also focuses on some other areas such as it also focuses on employee engagement (Ioannou and Dukes, 2021). The employment law also governs what employers can expect from the employers as well as the rights of the employees in the workplace. It also governs what the employers can ask to the employees and these are the major purpose of the employment law of the UK and that also becomes effective for the company and these also provide success to the operations of the business.

Compare the types of employee bodies, union and non-union forms of employee representation

What types of employee representation can an organisation or employees have?

Employee representation is the legal right of an employee to ask a union or another individual to negotiate their wages, hours, benefits, and conditions of employment with management. In the following instances, workers may be represented on the job by a trade union or other indicative (Bessa et al. 2022):

  • Regarding disciplinary and complaint concerns
  • With respect to work councils and other advisory groups
  • In order to jointly negotiate terms and conditions
  • Throughout employment contract negotiations
  • Regarding cooperative working groups

what are the similarities and differences between them?

The major difference between union and non-union methods of employee representation is a dialogue between management and employees (Bessa et al. 2022). These aid management in spotting personnel concerns and determining the most appropriate course of action. Unlike unionism, it facilitates diverse judgement and the exercise of power.

Evaluate the purpose of collective bargaining and how it works

Definition of collective bargaining

Collective bargaining is the process of negotiating salaries, benefits, and other elements of workers' compensation and entitlements between a collection of workers and their employers (Johnston and Land-Kazlauskas, 2018).

Purpose of collective bargaining

The purpose of collective bargaining is to reach a consensus. This is not always the case, since a strike or lockout may result from an impasse or stalemate in negotiations between the union and the company on employment terms and conditions (Johnston and Land-Kazlauskas, 2018).

Pros and Cons of collective bargaining


Collective bargaining helps safeguard the rights of employees.

Collective bargaining promotes the individuality of thinking and action inside a corporation.


  • Collective Bargaining is mostly a game of faith. 
  • Collective bargaining is used as a political tool to force the management to agree to their demands.

(Source: Bessa et al. 2022)

Explanation Of the Process of Working

Employers and autonomous trade unions discuss terms and conditions of employment as well as how certain employment-related problems are to be governed at the national, organisational, and workplace levels via collective bargaining, a codified procedure (Dekker and Farnum, 2021). Through collective bargaining, the parties may create a collective agreement that is specific to their business or sector and governs the employment relationship. Parties may also use it to resolve issues that could be unique to their line of business or industry.


Ababneh, O.M.A., 2021. How do green HRM practices affect employees’ green behaviors? The role of employee engagement and personality attributes. Journal of Environmental Planning and Management64(7), pp.1204-1226.

Amor, A.M., Vázquez, J.P.A. and Faíña, J.A., 2020. Transformational leadership and work engagement: Exploring the mediating role of structural empowerment. European Management Journal38(1), pp.169-178.

Bessa, I., Joyce, S., Neumann, D., Stuart, M., Trappmann, V. and Umney, C., 2022. A global analysis of worker protest in digital labour platforms (No. 70). ILO Working Paper.

Budd, J.W., Lamare, J.R. and Timming, A.R., 2018. Learning about democracy at work: Cross-national evidence on individual employee voice influencing political participation in civil society. ILR Review71(4), pp.956-985.

Dekker, J. and Farnum, C., 2021. Getting Good Agreements: Does Third-Party Intervention Improve Faculty Union Contracts?. CAUT Journal.

Díaz, S., Zafra-Calvo, N., Purvis, A., Verburg, P.H., Obura, D., Leadley, P., Chaplin-Kramer, R., De Meester, L., Dulloo, E., Martín-López, B. and Shaw, M.R., 2020. Set ambitious goals for biodiversity and sustainability. Science370(6515), pp.411-413.

Hangal, A., 2019. Role of HR Analytics on Employees Performance Improvement. Role of HR Analytics on Employees Performance Improvement Anand Hangal1.

Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge3(3), pp.123-127.

Ige, O.A., Afolabi, A.O., Bayode, D.O. and Udochi, E.Q., 2022, August. Effectiveness of alternative dispute resolution strategies in construction contracts. In AIP Conference Proceedings (Vol. 2437, No. 1, p. 020135). AIP Publishing LLC.

Ioannou, G. and Dukes, R., 2021. Anything goes? Exploring the limits of employment law in UK hospitality and catering. Industrial Relations Journal52(3), pp.255-269.

Jha, N., Potnuru, R.K.G., Sareen, P. and Shaju, S., 2019. Employee voice, engagement and organizational effectiveness: a mediated model. European Journal of Training and Development.

Johnston, H. and Land-Kazlauskas, C., 2018. Organizing on-demand: Representation, voice, and collective bargaining in the gig economy.

Kirk, E., 2021. Law and Legalities at Work: HR Practitioners as Quasi-Legal Professionals. Industrial Law Journal50(4), pp.583-609.

Krekula, C. and Vickerstaff, S., 2020. The ‘older worker’and the ‘ideal worker’: A critical examination of concepts and categorisations in the rhetoric of extending working lives. In Extended working life policies (pp. 29-45). Springer, Cham.

Kwon, B. and Farndale, E., 2020. Employee voice viewed through a cross-cultural lens. Human Resource Management Review30(1), p.100653.

Meissner, K., 2022. How to sanction international wrongdoing? The design of EU restrictive measures. The Review of International Organizations, pp.1-25.

Morton, C., Anable, J., Yeboah, G. and Cottrill, C., 2018. The spatial pattern of demand in the early market for electric vehicles: Evidence from the United Kingdom. Journal of Transport Geography72, pp.119-130.

Motyka, B., 2018. Employee engagement and performance: a systematic literature review. International Journal of Management and Economics54(3), pp.227-244. Murphy, C., 2022. A more ‘child-centred’system? The discretionary spaces of the child protection social worker. Journal of Social Work Practice, pp.1-14.

Okere, N., 2022. Causes behind Conflicts between Herders and Farmers in Nigeria, and Perceived Efficiency of Institutions in Managing the Conflicts.

Passey, D.G., Brown, M.C., Hammerback, K., Harris, J.R. and Hannon, P.A., 2018. Managers’ support for employee wellness programs: An integrative review. American Journal of Health Promotion32(8), pp.1789-1799.

Pham, N.T., Tu?ková, Z. and Jabbour, C.J.C., 2019. Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study. Tourism Management72, pp.386-399.

Rigby, C.S. and Ryan, R.M., 2018. Self-determination theory in human resource development: New directions and practical considerations. Advances in Developing Human Resources20(2), pp.133-147.

Shanafelt, T.D., West, C.P., Sinsky, C., Trockel, M., Tutty, M., Satele, D.V., Carlasare, L.E. and Dyrbye, L.N., 2019, September. Changes in burnout and satisfaction with work-life integration in physicians and the general US working population between 2011 and 2017. In Mayo Clinic Proceedings (Vol. 94, No. 9, pp. 1681-1694). Elsevier.

Singh, D., 2019. A literature review on employee retention with focus on recent trends. International Journal of Scientific Research in Science and Technology6(1), pp.425-431.

Sportel, I., 2022. Stories of conflict: Ethnicity, social class, and difference in transnational divorce narratives. Population, Space and Place28(5), p.e2427.

Van Gramberg, B., Teicher, J., Bamber, G.J. and Cooper, B., 2020. Employee voice, intention to quit, and conflict resolution: Evidence from Australia. ILR Review73(2), pp.393-410.

35% OFF
Get best price for your work
  • 54000+ Project Delivered
  • 500+ Experts 24*7 Online Help

offer valid for limited time only*