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AC1.1 A discussion of the differences between employee involvement and employee participation and how they can help build effective employment relationships

5HR01 Employment relationship management

Learner assessment brief

Version: AVADO_5HR01_24_06

Level 5

Associate Diploma in People Management

  • Version 1 – Released June 2024
  • Expires June 2026
  • Study Centre information only: Last moderation window is September 2026

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.

CIPD’s insight

The Professional Map – Employee Relations

Employee relations is about creating and maintaining a positive working relationship between an organisation and its people.

An important part of that relationship is the culture, and the extent to which the organisation seeks to be resolution-focused. People professionals have an important role in setting that culture through the development of policies and processes which apply the law in a practical, fair and transparent way. So, specialists in this area need a deep understanding of employment / labour law, keeping up to date with legislative developments in order to advise the business and line managers to create the best outcome for individuals and the organisation.

https://peopleprofession.cipd.org/profession-map/specialist-knowledge/employee- relations

Employee voice

Wellbeing, commitment and innovation are negatively impacted when employees feel they are without ‘voice’ in their organisation. We believe all employers should have policies and practices in place which enable employees to express themselves on matters that are important to them in their work.

Employee voice means individuals being able to safely put forward their viewpoints on their work, at work, irrespective of where, when and how they do their work.

When employee voice channels work effectively, employees can feel valued, trusted and influential. In turn, this can increase their job satisfaction and performance.

For employers, effective employee voice can mean better relationships with their employees and, ultimately, improved organisational performance. Line managers, people professionals and voice champions have a responsibility to actively bring out, listen to and respond to employees’ voices. They can encourage employees to express themselves in individual and collective channels, both directly, for example to their team leader, and indirectly, for example through an employee representative

Employee voice channels include individual self-representation, for example one- to-one meetings with a line manager and employee surveys, as well as collective representation such as trade unions and an employee representative on the company board. Employee voice platforms increasingly include digital technologies, for instance for group meetings, and protected social networking apps for more informal communication

https://www.cipd.co.uk/news-views/viewpoint/employee-voice

Engagement

Employees who have good quality jobs and are managed well, will not only be happier, healthier and more fulfilled, but are also more likely to drive productivity, better products or services, and innovation. This mutual gains view of motivation and people management lies at the heart of employee engagement, a concept that’s become increasingly mainstream in management thinking over the last decade. As part of our work in this area, we sponsor Engage for Success, the voluntary UK movement promoting employee engagement. Employment law regulates the relationship between employers and employees. It governs what employers can expect from employees, what employers can ask employees to do, and employees’ rights at work. Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or as formative assessment material.

Preparation for Tasks:

  • At the start of the assignment, you are encouraged to plan your assessment work with your assessor and, where appropriate, agree milestones so they can help you monitor your progress.
  • Refer to the indicative content in the unit guide and support your evidence.
  • Pay attention to how your evidence is presented. Remember, you are working in the people development team for this task.
  • Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

  • Acting on formative feedback from your assessor.
  • Reflecting on your own experiences of learning opportunities, training and continuing professional development.
  • Taking advantage of the CIPD factsheets, reports and podcasts, and any other online material on these topics

Task – Written answers to the following:

You have been asked to produce written responses to the following questions:

  1. A discussion of the differences between employee involvement and employee participation and how they can help build effective employment relationships. (AC1.1)
  2. A comparison of union and non-union forms of employee representation. (AC1.2)
  3. An evaluation of the relationship between employee voice and organisational performance. (AC1.3)
  4. Explain the concept of better working lives and how this can be designed. (AC1.4)
  5. An explanation of the differences between organisational conflict and misbehaviour. (AC2.1)
  6. An assessment of emerging trends in the types of conflicts and industrial sanctions. (AC2.2)
  7. Describe, and differentiate between, third-party conciliation, mediation, and arbitration as methods to resolve conflict before it escalates to an employment tribunal. (AC2.3)
  8. An explanation of the principles of legislation relating to unfair dismissal and the procedure an employer should follow to manage capability and misconduct issues. (AC3.1)
  9. An analysis of the key causes of employee grievances. (AC3.2)
  10. An explanation of the importance of handling grievances effectively. (AC3.3)

Your evidence must consist of:

Written responses of approximately 3900 words (+ or – 10%).

Please use the assessment criteria as your headings.

Assessment criteria checklist

Use this as a checklist to make sure that you have addressed each AC.

 

Assessment Criteria

1.1

Differentiate between employee involvement and employee participation and how it builds relationships.

1.2

Compare forms, of union, and non-union employee representation.

1.3

Evaluate the relationships between employee voice and organisational performance.

1.4

Explain the concept of better working lives and how this can be designed.

2.1

Distinguish between organisational conflict and misbehaviour.

2.2

Assess emerging trends in the types of conflict and industrial sanctions.

2.3

Distinguish between third-party conciliation, mediation, and arbitration.

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

Advise on the importance of handling grievances effectively.

Assessment criteria marking descriptors:

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC.

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental to leaners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessor must use their discretion in marking grading decisions.

The grid below shows the range for each unit assessment results based on total number of marks awarded across all assessment criteria.

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred.

Please note that learners will receive a Pass or Fail result from the CIPD at unit level.

Referral grades can be used internally by the centre.

Overall mark

Unit result

0-19

Fail

20-25

Low Pass

26-32

Pass

33-40

High Pass

Marking Descriptors

Mark

Range

Descriptor

1

Fail

The response DOES NOT demonstrate sufficient knowledge, understanding or skill (as appropriate) to meet the AC. Insufficient examples included where required to support answer.

Insufficient or no evidence of the use of wider reading to help inform answer.

Presentation or structure of response is not appropriate and does not meet the requirement of the question/assessment brief.

2

Low Pass

The response demonstrates an acceptable level of knowledge, understanding or skill (as appropriate) to meet the AC.

Sufficient acceptable examples included where required to support answer.

Sufficient evidence of appropriate wider reading to help inform answer. Satisfactory in-text referencing.

Answer is acceptable but could be clearer in responding to the question/task and presented in a more coherent way.

Required format adopted but some improvement required to the structure and presentation of the response.

3

Pass

The response demonstrates a good level of knowledge, understanding or skill (as appropriate) to meet the AC.

Includes confident use of examples, where required to support the answer.

Good evidence of appropriate wider reading to help inform answer. A good standard of in-text referencing.

Answer responds clearly to the question/task and is well expressed. Presentation and structure of response is appropriate for the question/task.

4

High Pass

The response demonstrates a wide and confident level of knowledge, understanding or skill (as appropriate) to meet the AC. Includes strong examples that illustrate the points being made and

support the answer.

Considerable evidence of appropriate wider reading to inform answer. An excellent standard of in-text referencing.

Answer responds clearly to the question/task and is particularly well expressed or argued.

Presentation and structure of response is clear, coherent, and responds directly to the requirements of the question/task.

Example Answer

AC1.1 A discussion of the differences between employee involvement and employee participation and how they can help build effective employment relationships

Employee involvement and employee participation are often used interchangeably, but they hold distinct meanings, especially within the context of fostering effective employment relationships.

Employee Involvement refers to the processes and practices where employees are encouraged to give input into organisational decisions but without any formal power over those decisions. Involvement initiatives might include suggestion schemes, team briefings, or quality circles, where employees can provide feedback, share ideas, and contribute to discussions that management ultimately oversees. The aim is to engage employees, making them feel valued and more invested in the organisation’s success.

Employee Participation, on the other hand, is a deeper level of engagement where employees have a say in decision-making processes. This could occur through representative structures, such as works councils or joint consultative committees, where employees or their representatives are involved in discussions about workplace issues, policies, and even strategic direction. Participation gives employees a more formal voice, empowering them with greater influence over organisational decisions.

Differences Between Employee Involvement and Employee Participation

  1. Degree of Power:
    • Employee involvement is about being consulted, whereas employee participation involves shared decision-making power.
  2. Formal vs. Informal:
    • Involvement is usually informal, without binding decisions, while participation is formalised through specific mechanisms like worker committees.
  3. Scope:
    • Involvement can be about minor suggestions or feedback, while participation often addresses significant organisational issues such as changes in policies or work practices.

How These Practices Build Effective Employment Relationships

Both involvement and participation contribute to stronger employment relationships by enhancing communication and trust between employees and management. Employee involvement creates a sense of belonging and fosters employee engagement, as workers feel their input is valued, even if they do not hold decision-making power. This can lead to increased job satisfaction, commitment, and motivation.

Employee participation, with its deeper level of influence, contributes to a culture of transparency and shared responsibility. It can reduce feelings of alienation, as employees feel more empowered and appreciated. When employees actively participate in decision-making, they are more likely to support and take ownership of those decisions, leading to improved morale and productivity.

By encouraging both employee involvement and participation, organisations can promote mutual respect, better communication, and a more cooperative atmosphere. This builds a foundation for positive employment relationships, where both parties feel heard, respected, and committed to shared goals.

A comparison of union and non-union forms of employee representation. (AC1.2)

When examining employee representation in the workplace, there are two primary forms: union and non-union representation. Both have distinct characteristics and implications for employment relations.

Union Forms of Employee Representation

Union representation involves employees being represented by a trade union, which acts as an intermediary between the workforce and management. Unions typically have formalised structures, with elected representatives who negotiate on behalf of employees. These negotiations can cover a wide range of issues, such as wages, working conditions, and job security.

  • Collective Bargaining: One of the key roles of unions is to engage in collective bargaining, where they negotiate employment terms on behalf of their members. This often leads to more formal and structured discussions with management, ensuring that workers` voices are heard at a high level.

  • Legal Support: Unionised employees usually have access to legal advice and representation in cases of disputes or disciplinary actions. Unions often provide additional protection to their members in terms of defending employment rights and challenging unfair practices.

  • Industry-wide Influence: Unions often operate across entire industries, which gives them greater bargaining power. They can also influence broader policy changes affecting the workforce at a national or sectoral level.

However, union representation can sometimes lead to adversarial relationships between employees and management, especially when interests conflict, resulting in strikes or other forms of industrial action.

Non-union Forms of Employee Representation

Non-union representation involves mechanisms where employees engage directly with management without the intermediary role of a trade union. This can take various forms, such as works councils, employee forums, or consultative committees. In these cases, representatives are often elected by the employees or appointed to represent their views.

Continued...


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