Provide an overview of the three main perspectives on employment relations, unitarist, pluralist and radical, explaining which approach is adopted at your organisation, critically evaluating how this influences the work of its people professionals
7HR01 Strategic Employment Relations
7HR01 Strategic employment relations
Student Guidance
Assessment ID / CIPD_7HR01_24_01
Level 7 Advanced Diploma in
Strategic People Management
Introduction
Your knowledge and understanding of the material covered in this specialist unit will be assessed through your answers to the four questions set out below.
You will write four answers of approximately 1000 words to the questions posed and submit them together in a single document. This constitutes your assessment for this unit. The total word count for the assessment will therefore be 4000 words, plus or minus 10%. The bibliography, list of references and essential appendixes (if applicable) are not included in the total word count – but the latter must be kept to a minimum across all assessments.
You must demonstrate within the submitted evidence (through headings and sub-headings) which learning outcomes and assessment criteria have been cited. We are unable to moderate your work if this is not included.
As this is an Advanced Diploma 7HR01 Strategic Employment Relations, it is important that you are able to demonstrate not only good knowledge and understanding of the material associated with each learning outcome, but also the ability to develop an original argument and justify it persuasively with reference to wider reading. Examples of approaches taken in a range of organisations are also an effective means by which to justify your arguments.
The six main criteria that CIPD requires centres to use when marking your assessment are outlined below, but it may be that not all these criteria are present in every question.
(1) focus
(2) depth and breadth of understanding
(3) strategic application and professional advice
(4) research and wider reading
(5) persuasiveness and originality
(6) presentation and language
Assessment questions guidance
At a recent team meeting some of your junior people professional colleagues openly shared their frustrations about their understanding of employment relations. One individual claimed, ‘I continue to read different views on employment relations but do not really understand some of the key concepts or why we do what we do.’ To help support their continuing professional development your manager has asked you to write a briefing paper that responds to the following questions
For the purpose of this assessment, you need to apply your answers to either your own organisation or one with which you are familiar.
It is essential that your reading of the published literature is used to inform your responses to all questions.
Question 1 (AC 1.1)
Provide an overview of the three main perspectives on employment relations, unitarist, pluralist and radical, explaining which approach is adopted at your organisation, critically evaluating how this influences the work of its people professionals.
Provide a brief overview of Fox’s Frames of Reference (1966) i.e., unitarism, pluralism and radicalism.
Explain which approach is adopted by your organisation. It would be useful to also go further and discuss your own organisation’s employee relations perspective in terms of Bray et al (2020)
Discuss how this affects the work of people professionals in your organisation in terms of how they resolve conflict. Do they resolve by collective agreement, employee voice or unilaterally make decisions? How is conflict viewed, how it is resolved? You could refer to Marchington and Wilkinson (2005) Dimensions of employee involvement and participation and other wider reading to help you. You can include advantages and disadvantages of the frame of reference your organisation uses.
Ensure that you make a recommendation for how employee relations could be improved in your own organisation. Consider challenges and costs.
Selection of possible reading starting points.
Employee Relations | Factsheets | CIPD
Collective employee voice | CIPD
Bray, M., Budd, J.W. and Macneil, J. (2020) ‘The Many Meanings of Co‐Operation in the Employment Relationship and Their Implications’, British Journal of Industrial Relations , 58(1), pp. 114–141.
Chapter 2 Frames of Reference and Chapter 9 The management of workplace conflict. Bennett, T., Saundry, R. and Prior, M. (2024). Managing Employment Relations . 8th Edition. Kogan Page.
Liu, Z. and Li, X. (2023) ‘Historical reflections on today’s Frames of Reference: insights from collective contracting in China (1949-1956)’, Labour & Industry , 33(4), pp. 440–459. doi:10.1080/10301763.2023.2295771.
Sambrook, S. (2021) ‘The life-cycle of engagement: towards a divergent critical HR/pluralist conceptualization’, Human Resource Development International , 24(5), pp. 468–489. doi:10.1080/13678868.2021.1961508.
Greenwood, M. and Van Buren, H. (2017) ‘Ideology in HRM Scholarship: Interrogating the Ideological Performativity of “New Unitarism”’, Journal of Business Ethics , 142(4), pp. 663–678. doi:10.1007/s10551-016-3084-z.
Nash, D. and Hann, D. (2020) ‘Strategic Conflict Management? A Study of Workplace Dispute Resolution in Wales’, ILR Review , 73(2), pp. 411–430. doi:10.1177/0019793919874031.
Question 2 (AC 2.2)
Employment relations strategies are shaped by competitive pressures; review how the current labour market and organisational strategy impacts the management of employment relations within the organisation.
Which competitive pressures are shaping/ affecting how your organisation deals with employee relations? This could be government policy- for instance WFH for Dubai, localisation, cost of living- inflation, competition for skills, pressure on profit, new technology immigration, wage levels, growth, expectations of Gen Zs etc. Choose two only.
Describe what is happening and why.
How is this affecting how the organisation deals with or treats its employees? E.g., redundancy, upskilling, reskilling, conflict, retention challenges, better working conditions, flexible working etc.
Briefly- What strategies, if any, has the organisation already put in place to address these issues?
What do you suggest it could do further to address these areas of concern?
Make sure that that you evidence these from wider reading and industry case studies to support your claims and recommendations.
Selection of possible reading starting points.
Chapter 3. Bennett, T., Saundry, R. and Prior, M. (2024). Managing Employment Relations . 8th Edition. Kogan Page.
Bernstein, E., Horn, M. and Moesta, B. (2024) ‘Why Employees Quit’, Harvard Business Review , 102(6), pp. 44–54. Available at: https://research.ebsco.com/linkprocessor/plink?id=6fce948d-77c5-3037-94c8-a1628c82f202 (Accessed: 3 December 2024).
Concord fighting to stem employee outflow’ (2024) New Hampshire Business Review , p. 1. Available at: https://research.ebsco.com/linkprocessor/plink?id=f40f092a-ea05-3777-a6f2-16ecd03d2133 (Accessed: 3 December 2024).
Backhaus, I. et al. (2024) ‘Organizational change: challenges for workplace psychosocial risks and employee mental health’, BMC Public Health , pp. 1–11. doi:10.1186/s12889-024-19815-w.
Conte, T. (2023) ‘Employee Benefits: It’s all about the ‘Why’, Central Penn Business Journal , 39(24), p. 14. Available at: https://research.ebsco.com/linkprocessor/plink?id=a27f8e84-f025-3d26-b240-25e46572d80f (Accessed: 3 December 2024).
Serlin Serang et al. (2024) ‘The role of ethical leadership on employees’ behaviours and commitment to the organisation’, SA Journal of Human Resource Management , 22(0), pp. e1–e11. doi:10.4102/sajhrm.v22i0.2373.
Question 3 (AC 3.4)
Propose two distinct strategies to improve levels of engagement within the organisation and evaluate how their impact on organisational performance can be measured. Justify your recommendations.
Define employee engagement. Engagement with company, job, team or other employees makes it wider than just employee- employer. What does it involve? There are many theories of what employee engagement consists of such as integrity, leadership, engaging managers and employee voice (McLeod and Clarke, 2009)
Use internal and/ or external data to discuss the levels of engagement such as Engage for Success, Gallup, internal surveys etc. This will provide you with two areas to focus on such as working environment, positive relationships in the workplace, perception of fairness and equity, employee voice, recognition, career development, leadership etc.
What are two distinct strategies that you can discuss that would improve engagement in your workplace. Use industry case study evidence and referencing to support.
How would you measure the success of this. Choose two methods such as data analysis e.g. retention, survey evidence etc. State why you would use these methods.
Selection of possible reading starting points.
https://www.cipd.org/ae/knowledge/case-studies/enhancing-employee-engagement-bupa-arabia/
https://www.cipd.org/ae/knowledge/case-studies/boosting-employee-experience-aramco/
https://www.cipd.org/ae/about/news/case-study-etisalat-engagement/
https://businessleadershiptoday.com/how-do-you-evaluate-employee-engagement/
MacLeod, D and Clarke, N (2009) Engaging for Success: Enhancing performance through employee engagement: a report to government. Department for Business, Innovation and Skills, London
Chapter 5. Bennett, T., Saundry, R. and Prior, M. (2024). Managing Employment Relations . 8th Edition. Kogan Page.
https://engageforsuccess.org/
Question 4 (AC 4.1)
Identify two different forms of collective bargaining, one in a unionised and one in a non-unionised environment, critically analysing their role in determining pay and resolving differences. Explain to what extent either applies to your own organisation.
Marking Grid
Learners will receive a Pass, Merit, Distinction or Refer/Fail result at unit level.
Assessors must provide a mark from 1 to 4 for each Learning Outcome in the unit 7HR01 Strategic Employment Relations. Assessors should use the generic grade descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all of the generic grade descriptors will be present in every learning outcome for all the assignments, so assessors must use their discretion in making grading decisions.
To pass the unit assessment learners must achieve a 2 (Pass) or above for each of the learning outcomes.
The overall mark achieved will dictate the Grade the learner receives for the Unit, provided NONE of the learning outcomes have been failed or referred.
Overall mark
Unit result
0 to 7
Refer / Fail
8 or 9
Pass
10 to 13
Merit
14 to 16
Distinction
Learners’ result should be recorded in a marking grid similar to the example below.
Marking grid:
Learning outcome
Mark
LO1
2
LO2
3
LO3
3
LO4
2
Overall mark
10
Unit Result
Merit
Generic grade descriptors
REFER/FAIL / 1
PASS / 2
MERIT / 3
DISTINCTION / 4
Focus
Fails to address all the questions either sufficiently fully or directly.
An adequate attempt to address all the questions fully and directly.
A good attempt to address all the questions relatively well and directly.
An excellent attempt to address all the questions very well and directly.
Depth & breadth of understanding
Inadequate knowledge and understanding in respect of one or more of the questions. Limited depth and breadth of analysis.
Adequate knowledge and understanding across the questions. Satisfactory breadth and depth of analysis.
Full and solid knowledge and understanding across all the questions. Good breadth and depth of analysis.
Very full knowledge and understanding across all the questions. Excellent breadth and depth of analysis.
Strategic application & professional advice
Fails to provide appropriate or well-justified advice and/or recommendations. Lacks a strategic approach.
Provides adequately justified advice and informed recommendations. Some strategic application.
Provides solid and thoughtful advice and well-informed recommendations. Clearly strategic in orientation.
Provides excellent advice and very well-informed recommendations. Strategically oriented in all respects.
Research & wider reading
Limited original research and/or appropriate wider reading for the assignment. Limited or no referencing.
Evidence of sufficient research and appropriate wider reading for the assignment. Satisfactory in-text referencing.
Evidence of significant research and thoughtful, appropriate wider reading for the assignment. A good standard of in-text referencing.
Evidence of considerable research and excellent, appropriate wider reading for the assignment. An excellent standard of in-text referencing
Persuasiveness & originality
Limited development of persuasive and original arguments. Inadequate use of examples.
An adequate attempt to develop original arguments and to justify these persuasively. Includes appropriate examples.
Some strong original arguments are presented which are mainly justified persuasively. Good use of examples.
Mostly strong original arguments are presented and justified very persuasively. Excellent use of examples.
Presentation & language
An inadequate standard of presentation or language. The assignment is poorly written and/or poorly structured. It is not at the level required for a management presentation.
A solid standard of presentation and use of language. The structure and ideas are satisfactory for a management presentation.
A strong and professional standard of presentation and use of language. The structure and ideas are well crafted for a management presentation.
An outstanding standard of presentation and use of language. The structure and ideas are very well crafted for a management presentation.
Useful Information For Students Writing 7HR01 Strategic Employment Relations Assignment
When writing the 7HR01 Strategic Employment Relations assignment, it is crucial for students to recognise the integral role that employment relations play in aligning human resources practices with an organisation`s overall strategic goals. Employment relations go beyond addressing immediate concerns such as grievances or conflicts; they are about fostering a productive and harmonious relationship between employees and employers, which contributes to long-term organisational success. The assignment should explore how employment relations strategies are designed not only to resolve disputes but to ensure that the working environment supports organisational objectives, enhances employee engagement, and promotes a positive workplace culture.
A critical aspect of this assignment is understanding the relationship between HR policies and the wider business strategy. Students should explore how employment relations initiatives such as performance management, employee development, and fair reward systems are not merely administrative tasks but are essential in ensuring that employees feel valued and motivated. The strategic aim is to align the interests of employees with the overall business strategy, so that the organisation benefits from a motivated and committed workforce.
Another key theme is the role of trade unions and collective bargaining in employment relations. Students should assess the strategic importance of unions in negotiating terms and conditions, addressing workplace issues, and ensuring that employees’ voices are heard. Understanding how these negotiations impact key areas such as compensation, benefits, and working conditions is essential for the assignment. Furthermore, students should explore how organisations can manage unionised and non-unionised environments effectively, ensuring that they create fair and equitable work practices while managing potential conflicts.
In addition, the assignment should highlight the importance of employee engagement within the framework of strategic employment relations. Engaged employees are more likely to be productive, loyal, and committed to the organisation’s mission. Students should investigate various strategies for boosting engagement, such as implementing robust feedback mechanisms, promoting work-life balance, and creating opportunities for career progression. An engaged workforce can significantly contribute to reducing turnover and absenteeism, thus impacting the organisation’s bottom line positively.
An important consideration when writing this assignment is the influence of external factors on employment relations. Changes in labour market trends, national and international regulations, and economic conditions often have a significant impact on the employment relationship. For instance, the rise of flexible working arrangements and remote working has transformed traditional employment relations models. Students should critically examine how organisations adapt their strategies to address these external pressures while ensuring compliance with employment law and maintaining positive relations with their employees.
Real-world examples and case studies are particularly valuable when writing this assignment. By analysing organisations that have successfully navigated employment relations challenges, whether through negotiating new collective agreements, improving employee satisfaction, or adapting to shifts in the labour market, students can demonstrate their understanding of how theory is applied in practice. These examples should be used to illustrate how strategic employment relations contribute to both employee well-being and business success.
Ultimately, the assignment should convey that strategic employment relations is not a static or isolated function within an organisation, but a dynamic and evolving practice. By ensuring that employment relations strategies align with organisational goals and adapt to changing external factors, organisations can build a stronger, more engaged workforce. Demonstrating this understanding, backed by a blend of theoretical insights and practical applications, will help students produce a thoughtful and comprehensive analysis of strategic employment relations in today’s workplace.
Sample Answer of 7HR01 Assignment
Provide an overview of the three main perspectives on employment relations, unitarist, pluralist and radical, explaining which approach is adopted at your organisation, critically evaluating how this influences the work of its people professionals. Overview of Fox’s Frames of Reference (1966) Fox’s Frames of Reference (1966) represent three distinct perspectives on employment relations, each with its own assumptions about the nature of conflict between employees and employers, and how such conflicts should be managed. These perspectives are:
Unitarism :
The unitarist view assumes that the interests of employers and employees are fundamentally aligned. It sees the workplace as a unified whole where both parties work together to achieve common goals. In this framework, conflict is seen as undesirable and often the result of poor communication or misunderstanding. The role of management is to foster harmony and resolve issues quickly and efficiently, often through unilateral decision-making or direct intervention.
Pluralism :
Pluralism acknowledges that the workplace consists of multiple groups with different, sometimes conflicting, interests. This perspective sees conflict as an inevitable feature of work life, stemming from these differing interests. Conflict is managed through negotiation, and the involvement of trade unions or employee representatives is encouraged. Management must engage in dialogue and compromise to resolve disputes, and conflict resolution often occurs through formal mechanisms like collective bargaining.
Radicalism :
Radicalism, influenced by Marxist thought, views conflict as an intrinsic part of the capitalist system, where employers seek to maximise profits, often at the expense of workers. This perspective sees workplace conflict as a reflection of deeper societal inequalities. Radicalism advocates for transformative change in both the workplace and society. Conflict resolution in this model may involve collective action, such as strikes or social movements, challenging the existing power structures.
Approach Adopted in Your Organisation In my organisation, [Organisation Name] , the predominant approach to employment relations aligns more closely with pluralism . This is evidenced by the active involvement of trade unions, employee representatives, and the organisation’s approach to conflict resolution through negotiation and collective bargaining. Employees have a voice in matters such as pay, working conditions, and changes in organisational policies, with decisions often made collaboratively.
Comparison to Bray et al. (2020) :Bray et al. (2020) suggest that in a pluralist organisation, the involvement of unions and employee representatives is central to managing workplace conflict. This model recognises that the workplace is a collection of different interest groups with competing needs. In my organisation, the role of people professionals is to mediate between these interests and facilitate discussions to resolve conflicts in a fair and transparent way, which is characteristic of the pluralist approach.
Impact of the Pluralist Approach on the Work of People Professionals People professionals in a pluralist organisation like [Organisation Name] play a crucial role in managing the relationships between employees and management. Their responsibilities include:
Conflict Management : People professionals must facilitate conflict resolution through formalised mechanisms, such as collective bargaining or mediation. By encouraging dialogue between management and employee representatives, they help to ensure that both sides are heard and that compromises can be reached. People professionals may also help to resolve grievances at an early stage before they escalate.
Promoting Employee Voice : In a pluralist approach, people professionals encourage employee involvement in decision-making processes. This may include setting up structures such as employee forums or committees, where employees can provide feedback and discuss issues. Promoting employee voice is a key part of fostering trust and maintaining industrial harmony.
Adherence to Legal and Ethical Standards : People professionals are responsible for ensuring that the organisation complies with employment laws, particularly in relation to trade union rights, collective bargaining, and dispute resolution. They must stay up-to-date with changes in employment law and ensure that the organisation operates in a legally compliant manner.
Balancing Competing Interests : The pluralist approach requires people professionals to manage the balance of power between management and employees. This means that, while they represent management’s interests, they must also ensure that employees’ voices are given due consideration. This often involves mediating between differing opinions and finding ways to reach mutually beneficial agreements.
Advantages and Disadvantages of the Pluralist Approach Advantages :
Inclusive Decision-Making : The pluralist approach ensures that employees have a say in important decisions affecting their work, promoting a sense of ownership and commitment to the organisation.Fair Conflict Resolution : By using structured negotiation processes, conflicts are more likely to be resolved in a way that satisfies both parties, reducing the likelihood of industrial action.Employee Engagement : The involvement of unions and employee representatives tends to increase employee morale and engagement, as employees feel their concerns are taken seriously.
Disadvantages :
Slower Decision-Making : The need for negotiations and consultation can slow down decision-making processes, particularly on contentious issues where consensus is hard to reach.Potential for Conflict Escalation : If negotiations break down, there is the potential for conflicts to escalate into industrial actions, such as strikes, which can disrupt operations.Resource-Intensive : Maintaining effective conflict resolution systems, such as formal bargaining or mediation processes, can be time-consuming and costly. Get Fresh Answer: £169 100% Plagiarism Free & Custom Written,
