7HR01 Strategic Employment Relations

Question 1:1014 words 

Question 2: 1094 words 

Question 3: 1047 words 

Question 4: 992 words

Table of Contents

Question 1 (AC 1.4) 4

Way 1: The situations where people professionals and line managers cooperate with each other. 4

Way 2: employees and their workplace representatives to achieve and sustain this. 5

Conclusion. 6

Question 2 (AC 2.4) 7

Introduction: 7

Factor 1. 7

The Role of AI and Automation: 8

Impacts on Employment Relations: 9

Conclusion. 10

Question 3: AC 3.4. 10

Introduction. 10

Data analytics tools: 10

Employee Surveys. 10

Performance Metrics. 11

Evaluation: 12

Source Three: Social Network Analysis. 13

Evaluation: 13

Conclusion. 13

Question 4: AC 4.3. 14

Introduction. 14

Arbitration. 14

Advantages: 14

Disadvantages: 15

Example: 15

Mediation. 15

Advantages: 16

Disadvantages: 16

Example: 16

Conclusion. 17

Reference list 19

Disclaimer

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Question 1 (AC 1.4) Define ‘good employment relations’; critically reviewing how this can be achieved in organisations.

Good employee relations that focus on both collective and individual relationships in the workplace. A good employment relationship involves the dynamic relationship between employees and employers within an organisation that compromises the practices, policies and procedures that modify the working relationships.

One definition posits that good employment relations entail a harmonious and cooperative environment relation involves a harmonious and cooperative environment where both parties communicate effectively, respect each other’s rights, and work towards shared aims (Bray, Budd and Macneil, 2019). In contrast, adversarial employment relations are characterised by conflicts, power struggles and mistrust between workers and management that leads to negative outcomes for both individuals and the organisation as a whole. Another perspective that is offered by Abdullahi et al. (2021) focuses on the significance of achieving a balance of power and interests between employees and employers to develop employment relations (Bray, Budd and Macneil, 2019).

Way 1: The situations where people professionals and line managers cooperate with each other.

Human resource (HR) professionals like those in the HR department are main components when it comes to promoting good employment relations in organisations (CIPD, 2023). The collaboration between the people professionals and the line managers is important in dealing with the several work problems and in developing a workplace environment that is based on respect and trust. The partnership is done in diverse conditions and each of them gives distinctive chances and challenges (Harahap et al., 2024).

The most collective case that is involves in the people professionals and the line managers collaborate is the managing and the employment in the employee engagement activities. HR personnel often provide the impetus for employees` morale, motivation and satisfaction with work through various programs and activities (Bosma et al., 2021). People professional can conduct surveys, organise focus groups, and build communication channels to collect data from employees. Contrary to that, line managers are also performing as a link between the feedback received and the practical steps at the team level. The people professionals and line manager work together to create a personalised strategy that addresses the unique needs and preferences of employees, which in turn, leads to a favourable work environment (Harahap et al., 2024).

Additionally, the people professionals and line managers will be working together in the talent management and succession planning activities.  HR managers are responsible for the hiring, selection, and development of talent across the organisation, and line managers provide feedback on the skills and abilities needed to excel in their specific teams (Harahap et al., 2024).

The collaboration between people professionals and line managers can be considered as one of the most important elements for the promotion of positive employment relations, but it also has some drawbacks (Bray, Budd and Macneil, 2019). One of the problems is that the human resource and operational functions may have different priorities and views. People professionals may comply with policies and procedures, while line managers may prioritise meeting operational targets and goals. Balancing these competing priorities needs effective communication, negotiation, and compromise to safeguard that both HR and operational aims are met while maintaining positive employment relations (Harahap et al., 2024).

Way 2: employees and their workplace representatives to achieve and sustain this

People professionals play an important role in fostering positive employment relations by collaborating with employees and their workplace representatives. This collaboration comprises participating with trade unions, employee councils, or other representative bodies to resolve workplace problems and promote a culture of mutual respect and trust (Armaroli, 2020).

One way in which people professionals are involved in positive employment relations is by enabling dialogue and negotiation between management and employee representatives. By serving as intermediaries, HR professionals help to connect the gap between the benefits of employees and the considered objectives of the organisation (Galey, Terquem and Barcellini, 2022). By collective bargaining, joint consultation, and partnership working, they enable the development of agreements that resolve the needs and distress of both parties, thereby promoting a sense of ownership and commitment to shared aims.

Moreover, people professionals support the development and implementation of employee voice mechanisms, such as suggestion outlines, employee surveys, and forums. These mechanisms give employees opportunities to show their views, participate in giving ideas, and participate in decision-making procedures that affect their work (Mowbray, Wilkinson and Tse, 2021). By empowering employees to voice their ideas and influence organisational choices, HR professionals help to develop a culture of openness, inclusivity, and transparency, which supports employment relations and improves organisational performance (Tyskbo, 2020).

However, although there are different advantages of working together between people professionals and employee representatives, there are some problems as well. One of the problems is the opportunity of the clash of interest between managements and employees representatives. HR specialists are in a position in which they have to encounter the interests of both parties. Sometimes professional’s effort to support the managerial side, and sometimes they try to safeguard the employee interests.

Moreover, the legal and regulatory system for employee representation and collective bargaining is a multifaceted one. Due to this activity, these frameworks should be made by HR professionals to make sure that the laws and regulations are perceived and also the interests of employees are secure (Nazarian et al., 2021). It may develop to grievances, influences and legal cases that can undermine employment relations and end up in destructive the organisation`s reputation.

Conclusion

The main successful formation of positive employment relations is a vital factor for the development of a working culture of harmony and efficiency in the working nature. The main functions of people professionals, line managers, and employee representatives are incorporated to attain these objectives. Through collaborating, people professionals are able to solve various challenges, promote effective communication, and establish initiatives that satisfy the desires and goals of both employees and employers. Nevertheless, the collaboration may bring up more issues, for example, different priorities and legal complexities. The pros of collaboration, however, are greater than the cons. Through the promotion of interactive communication, cooperation and partnership, HR professionals can, thus, build trust, fairness and employee engagement that in turn, contributes to the success and sustainability of the organisation.

Question 2 (AC 2.4) Critically analyse how the changing nature of work is impacting or could impact employment relations in organisations, including at least two factors as a part of your analysis

Introduction:

The contemporary work environment is currently experiencing enormous changes that are mainly derived from the integration of elements that are caused by technological advancements, social norms development and globalisation. Under this situation, the concept changing nature of work refers to the significant changes in how work is done, carried out and viewed within organisations like Morrison’s. Traditional employment patterns are being redefined, and new models are emerging which are characterised by digitisation, flexibility and alternative work models.

 The main transformation involves a quest for efficiency, competitiveness and adaptability in an increasingly dynamic marketplace. Technological innovations such as automation and artificial intelligence are reorganising job roles and skills requirements, while globalisation is promoting interconnectedness and diversity in the workforce. Additionally, societal shifts that containing changing demographics and developing employee expectations are impacting on workplace dynamics and organisational cultures (Narcisa Roxana Moşteanu, 2023).

Factor 1

The involvement of zero-hour contracts has become increasingly widespread over the last fifteen years, with the help of zero-hour employees that make up 32% of the workplace in 2020 compared with 0.4% in 2005. The main purpose is to give an overview of zero-hours contracts for managers and employers containing best-practice opportunities for managing them appropriately (Armaroli, 2020).

 Zero-hour contracts have become increasingly important in various sectors of the economy, that containing the retail industry, where Morrison’s operates. The main influence of zero-hour contracts on employment relations is the destruction of job security and stability for workers (Galey, Terquem and Barcellini, 2022). An employee on zero-hours contracts face uncertainty regarding their work income and schedules that also leads to an increase in stress and financial instability. This lack of stability can strain the employer-employee relationships, as workers may feel undervalued and disposable, resulting in decreased morale and also commitment to the organisation (Harahap et al., 2024).

Zero-hour contracts can also be a tool for employers to maintain power imbalance with the employees. Employers will have the option to schedule employees as required; this may make the employees feel powerless and susceptible to mistreatment. The disparity can cause a disruption in the relationship between management and employees that will hinder effective communication and collaboration within the organisation (Harahap et al., 2024).

Besides the fact that zero-hour contracts are associated with denying workers access to important benefits and defences such as paid leave, healthcare, and contributions to allowance, they are also linked to such issues. Consequently, these employees start facing financial issues and it also affects their job satisfaction and their loyalty to the organisation. Consequently, employment relations may deteriorate, and workers may feel dehumanised and abused by their employers (Mowbray, Wilkinson and Tse, 2021).

Besides the short-term effects of a higher number of zero-hour contracts, the issue extends to broader societal implications, for example, increased income inequality and social discontent. As the leading retailer, Morrisons` reliance on zero-hour contracts not only provides an environment for these societal problems but also damages the company`s reputation and the employment relations (Mowbray, Wilkinson and Tse, 2021).

To decrease the negative influence of zero-hour contracts on labor relations, Morrisons can come up with alternative job arrangements that give employees more job security and constancy (Mowbray, Wilkinson and Tse, 2021). This could be achieved through the provision of minimum guaranteed hours for all workers, access to benefits for all employees, and the development of a culture of respect and transparency.

The Role of AI and Automation:

AI and automation are the most important factors that have led to the change in the company. In the last couple of years, the world has witnessed a great transformation due to the fact that the development of AI is influencing the employment relations (Panda et al. 2021).

AI and automation are reshaping the labour market and the skill sets required for employment relations, which in turn affects supply chain management to customer service. Morrisons has applied these technologies to help with efficiency, to cut costs, to meet the changing needs of the market and to improve customer experience. In this regard, AI-based analytics aids Morrisons to improve inventory management and AI checkout systems as well as chatbots which facilitate customer interactions (Panda et al. , 2021).

Impacts on Employment Relations:

Skills and Training Needs:

The AI integration requires employees to develop new skills to supervise and work together with these technologies. This shift stresses on the significance of the training and development of the employees and the need for Morrisons to invest considerably in such programs (CIPD, 2022). This requirement of ongoing learning may improve the employee relationship when well managed by creating a culture of learning and adaptability. On the one hand, though, insufficient training can result in frustration and disengagement, and this can lower trust and morale (Panda et al., 2021)

Union Relations:

The introduction of AI and automation may furthermore cause frictions with the trade unions who generally fight for workers’ job security and fair labour practices. For instance, unions who are worried about job cuts and changes in working conditions are likely to resist as much as other organisations. This showcases the significance of effective negotiation and clear communication to resolve conflicts and ensure that technology is balanced with the well-being of employees. In addition, this raises the fears of regulatory problems as there might be data privacy issues and biases in AI algorithms (Panda et al. , 2020)

Job Displacement and Creation:

Even though it’s an effective change in this field this may also lead to the displacement of routine, manual jobs increasing uncertainty in the labour market. Morrisons have roles like cashiers, stock clerks, and customer service representatives which can be at risk due to Automation and AI (CIPD, 2022).  This displacement may cause tension between management and employees, decreasing employee motivation and job satisfaction. On the other hand, it also creates more job opportunities in tech-related roles (Johnny Ch Lok, 2019).

Changes in Work Processes:

Automation may substantially change the work processes which may lead to a more effective but less human-oriented work environment. At Morrisons, automated systems may smoothen operations but reduce direct human interactions. Even though it can be beneficial for business it may reduce the personal engagement of employees affecting their satisfaction and commitment to the organisation and guiding people professionals to maintain a consistent and motivated workforce (Panda et al., 2021).

Conclusion

These two changes zero-hour contracts and integration of AI  are prominent for the Morrisons posing benefits and challenges for employment relations at Morrisons. These changes lead to shifts in working patterns and employee demands increasing the need for higher-skilled job creation. On the other hand, the integration of AI may cause skill gaps, cause job displacement, and potential union disputes. It is essential to manage both changes effectively to get the most benefit from the changes addressing the challenges for employment relations.

Question 3: AC 3.4 Drawing upon research evidence, identify and evaluate three different sources of data analytics that can be utilised to support the view that employee voice enhances organisational and employee performance

Introduction

Employee voice refers to the ability of workers to voice out their ideas, proposals and concerns about their working environment (CIPD, 2024). This concept is now being recognised because it can be the key to enhancing both company performance and employee results. The employee voice plays a critical role in HR management based on the evidence that supports the positive impact of employee voice (CIPD, 2023). Employee voice is strengthened by the use of data analytics as it helps to quantify the benefits, which in turn ensure that decisions are data-driven and strategically aligned. These tools are used to document the feedback from employees and provide data in a quantitative format for decision-making purposes. Among these tools, there could be employee surveys, performance metrics, and social network analysis. This response will address the role of employees in the decision-making process through these platforms which will ultimately lead to improved organisational and employee performance, the key measures of which include engagement, productivity, and well-being in Morrisons.

Data analytics tools:

Employee Surveys

Employee surveys are the primary tool used to get direct feedback from employees, for example, to determine the level of their engagement, satisfaction, and perceptions of the organisational culture. The surveys are normally comprised of closed-ended questions with the Likert scale, in which employees could express their agreement or disagreement with organisational implications (Macey & Fink, 2020).

Strengths:

• Quantifiable Insights: surveys offer quantifiable data regarding employee sentiments and perceptions enabling people professionals to do easy analysis and identification of trends.
• Direct Feedback: they record direct feedback of employees regarding precise issues enabling Morrisons to address concerns and implement improvements immediately.
• Benchmarking: These can be benchmarked against industry standards or past data assisting Morrison’s in evaluating its performance relative to competitors and past performance (Macey and Fink, 2020)
• Biases: This tool can be at risk of biases in responses as only certain types of employees may respond correctly, twisting the results.
• Surface-Level Insights: Surveys only provide levels of satisfaction and engagement failing to capture the primary reasons behind these sentiments (Macey and Fink, 2020).

Weaknesses:

 Employee surveys could be an effective way to measure key results such as satisfaction, commitment, and engagement. As per the research when employees feel their voice is heard, engagement levels are likely to rise significantly which leads to improved productivity and reduced turnover. High engagement scores from surveys For Morrison may indicate better results and higher performance, as engaged employees are more likely to contribute innovative solutions and cooperate efficiently. On the other hand to increase the benefits Morrisons has to ensure high response rates and match survey data with qualitative methods for example focus groups to increase insights into the issues raised (Macey and Fink, 2020).

Performance Metrics

Performance metrics are also an important employee voice tool in assessing how it affects organisational performance. These metrics may include quality of output,  productivity rates, innovation indices, and overall team performance (Tripathi and Ray, 2022).

Strengths:

• Complete Analysis: it offers the opportunity for an inclusive analysis of different departments or teams, determining areas where employee voice has the most impact (Panda et al., 2021).
• Objective Data:  This offers objective, measurable data helping to determine between employee voice strategies and organisational performance developments.
• Continuous Monitoring: they can be monitored continuously providing real-time insights into the efficiency of employee voice mechanisms (Tripathi and Ray, 2022).
• Contextual Factors: these may not analyse background factors for example market conditions influencing performance.
• Acknowledgement Challenges: It could be challenging to link performance improvements directly to employee voice (Tripathi and Ray, 2022)

Weaknesses:

Evaluation:

For Morrisons, performance metrics can be used to assess the influence of employee voice on productivity and innovation. For example, they can track productivity rates before and after applying an employee suggestion program which would provide tangible evidence of its effectiveness (Wilkinson and Johnstone, 2016). Likewise, increased focus on innovation can be monitored by the number and quality of new ideas generated indicating that employees feel heard in the organisation (Tripathi and Ray, 2022).

Research supports that when employees are encouraged to share their ideas, there is often an increase in overall productivity and quality of work, as employees feel more invested in their tasks and motivated to contribute their best efforts. However, Morrison must combine performance metrics with qualitative data to understand the nuances behind the numbers and ensure a holistic approach to evaluating the impact of employee voice (Doze and Al, 2019).

Source Three: Social Network Analysis

Social Network Analysis (SNA) is also an advanced analytical tool which accommodates the mapping and measuring of relationships and flows between people, groups, and organisations (Tripathi and Ray, 2022).

Strengths:

• Visualisation of Influence: It offers a visualised flow of communication while determining the key factors that accommodate or barrier employee voice within the Morrisons (Tripathi and Ray, 2022).
• Identification of Bottlenecks:  It assists in identifying the barriers and issues in communication helping to address communication breakdowns in Morrisons
• Enhancing Collaboration: By comprehending the network structure, a company can develop stronger collaboration and information sharing (Doze and Al, 2019).
• Complexity: however, this tool can be complex to implement and interpret, demanding specialised skills and tools.
• Privacy Concerns: There could be possible privacy concerns as SNA includes analysing communication patterns which might be sensitive.

Weaknesses:

Evaluation:

Using SNAs in Morrisons can help to comprehend how employee voice is travelled through the organisation. For example, some departments are perceived as central nodes in communication networks Morrisons may make targeted efforts to empower key players in communication to encourage and accommodate wider employee engagement (Wilkinson and Johnstone, 2016). a well-managed connection with employees can work as an important factor in driving innovation. This also helps to identify employees who are isolated and showing disengagement (Tripathi and Ray, 2022).

Conclusion

Using employee surveys, performance metrics, and social networks can offer an effective and data-driven approach which supports the employee voice in the Morrisons improving organisational and employee performance. Employee surveys are a commonly used primary method for data collection offering direct insights into satisfaction and engagement while through performance metrics people professionals can obtain objective data for productivity and innovation and SNA may highlight the flower of communication. But it is also important for people professionals to acknowledge the shortcomings of these methods and address them accordingly. With the well-planned application of these methods, people professionals can optimise the strengths of this method to get better results.

Question 4: AC 4.3 From your reading and observations, critically review the advantages and disadvantages of utilising third party interventions in resolving organisational disputes and disagreements, citing examples to illustrate your review.

Introduction

In the workplace, disputes and disagreements are a given. To solve these problems adequately, businesses often rely on the assistance of third parties through arbitration, mediation, and other alternative dispute resolution methods (ADR). These strategies may assist in the resolution of disputes neutrally and speedily, which may, in turn, dissipate sensitive emotional barriers, and help create the appropriate environment for a fair resolution process (Shapiro, 2017). The essay is a critical analysis of the pros and cons of third-party interventions in conflict resolution, concerning arbitration and mediation.

Arbitration

Arbitration is a formal way of resolving disputes involving a third party, known as an arbitrator, who is impartial and makes a ruling that is binding on the parties involved. This technique is employed in labour disputes, commercial conflicts, and contractual disagreements among others (ACAS, 2022).

Advantages:

• The arbitrator’s decision is final and binding which speeds up the resolution process as opposed to the long-drawn litigation process.
• Arbitration offers impartial arbitration, which can be especially pivotal in circumstances where internal prejudices may otherwise decide the course of events.
• Experts having experience in the field, mostly in disputes, often act as arbitrators and they can make fair and just more adequate decisions.
• Arbitration is usually a confidential procedure, which means that the parties’ secrets will be kept, and their reputation might be saved (ACAS, 2022).
• arbitration can also be costly, especially if the arbitrator`s fee and legal expenses are high (Wilkinson and Johnstone, 2016).
• Arbitration is binding, so there is little scope for appeal to become a barrier if the party that lost the case perceive that the decision is unfair or incorrect.
• The formality of arbitration may make it more remote and legalistic, increasing the tension between parties instead of encouraging reconciliation.
• Arbitrators might lack a generalised contextual and historical knowledge of the organisation, which might lead to decision-making that might not fully meet the parties’ implicit needs (CIPD, 2022).

Disadvantages:

Example:

In a case involving Morrison, arbitration was used as a mechanism to resolve a contractual dispute between the company and a supplier. The supplier is claiming breach of contract because of delayed payments whereas Morrison’s is stating the delays are justified by the supplier’s failure to meet quality standards (Wilkinson and Johnstone, 2016). The arbitrator, a professional in supply chain management, looked at the facts and made a decision that forced Morrison to give partial payments to the supplier while they worked on their quality controls. This result was obtained more quickly than a court case, and therefore both parties were able to continue their business connections (Foot and Hook, 2013).

On the other hand, the decision had its downsides. Some of the staff members at Morrison’s thought that the arbitrator did not fully understand the company’s internal issues and constraints which made them feel that the outcome was not entirely fair (Foot and Hook, 2013).

Mediation

Mediation is an alternative, non-adversarial and informal dispute resolution process where a neutral third party, the mediator, helps the disputing parties to reach a mutually acceptable agreement. Unlike arbitration, mediation does not result in a decision made by the mediator which is binding for all parties; instead, the mediator helps the parties to negotiate and discuss their positions (Acas, 2022).

Advantages:

• Mediation is a voluntary process that leads to collaboration and cooperation which are fundamental to the successful resolution of the dispute.
• This may be an effective way to sustain or even enhance the working relationships after the dispute has been resolved.
• The parties are the ones to decide on the way out of the conflict that will best respond to their needs and interests (Wilkinson and Johnstone, 2016).
• Just like arbitration, mediation is confidential and this makes it private and the details of the dispute are protected.
• Mediation is a very flexible procedure, which can be adapted to the peculiarities of the particular situation of the conflict and the requirements of the parties involved (Acas, 2022).
• Mediation does not provide binding decisions with no guarantee of obligations which may lead to the parties disputing further or having to go through arbitration or litigation.
• The mediation might not be successful if there are power disparities between the parties
• A bad mediator can’t lead an effective conversation or the finding of a resolution.
• The informal style of mediation can sometimes be perceived as lacking the consistency of formal dispute resolution processes, and this may work against its effectiveness in certain instances (Bollen et al., 2016).

Disadvantages:

Example:

At Morrison’s, the mediation method was used to solve a workplace conflict which was between a manager and some team members who thought that their workload distribution was not equal. The mediator conducted a series of talks where both parties could explain their worries as well as propose possible resolutions. The entire team and the manager were able to arrive at a common ground and agreed to a fair task allocation and improved communication channels for later concerns.

This mediation was beneficial to the team in the matter of preserving the working relationship and creating positive dynamics among the members. The employees felt that their opinions were valued and that they were important, and this, in turn, led to high job satisfaction and engagement (Bollen et al., 2016).  

Conclusion

Mediation and arbitration have different pros and cons in the organisation when deciding on a dispute. Arbitration is a binding and impartial way of resolution, but it is expensive and lacks personalisation. Through mediation, collaboration and cost-effectiveness are encouraged, but the process is not guaranteed to work, and it may not address the power disparities. For Morrison, it is very vital to decide based on the dispute situation whether to resolve through mediation, arbitration or the process of negotiation to make sure there are good employment relations and for the company to perform well. Through the judicious use of these third-party options, Morrison will be able to tackle conflicts and generate an environment where everyone is satisfied.

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