Level 7HR01 Strategic Employment Relations UK, USA & KSA

CIPD Level 7HR01 Example

If we talk about employment relations it basically effected by the relations of strategic balance between the interests of employers and employees. It really important for business to have understanding of regulations and laws govern by employment relations to create procedures and policies that are lawful and fair. By doing this an organization can improve its employee productivity, create positive work culture and increase their turnover percentage. If not then this negative relations can increase conflicts, tensions etc.

In this example we will provide you analysis of organizations with employment relations specially for aspirants from UK, USA and KSA. Also we will discuss its effect on overall employment in organization. So, let’s have a look.

This is a really important point to evaluate as it directly effects the implications of these perspectives. If we talk about conservative perspective, primarily employees are motivated by financial rewards, and they should be able to manage workforce. This gives them a free market to negotiate with employers on their terms and agreements.

· Liberal perspective:

In liberal perspective employees are also motivated by benefits and job security. Also in this manner employees have a safer and fairs workplace. This perspective also favours government regulations on employment to secure basic rights such as overtime pay, safety standards and minimum wage.

· Marxist perspective:

According to this perspective the only way to protect employees is through class struggle. As it says that employees are over worked by the organizations and they should be protected. This also suggest a revolutionary change to change our economic system, it will help to build an egalitarian society.

1.2 Evaluate employer strategies towards different tasks.

There are multiple types of employer strategies which can be adopted to trade unions, but it is very important to evaluate properly in order to find out the proper one which should be suitable and fit the purpose.

Some of these strategies are as follows:

· Recognition: This is the type where employer recognise the union as bargaining body of employees.

· Collective bargaining: This type is where employer agrees to negotiate with the union on basic problems such as working conditions and wages.

· Union busting: This is that cruel type in which employer tries to break the union or weaken there existence by different means.

Each and every one of these strategies have their merits and de-merits, so it is really important for you as a people professional to critically evaluate them and find out which one would be beneficial in your case.

1.3 Define ways of people professionals to foster positive employment relations at work.

There are plenty of ways for people professionals in which they can foster positive employment relations at work. Some of these ways are as follows:

· One must ensure that effective communication systems are there between employees and managers.

· Another way is by implementing procedure and policies to promote employee management and satisfaction.

· People professional can also create employment relation environment by promoting culture of trust and respect in the organization.

2) CIPD 5HR01 Task: How external institutions shapes employment relations at organisations.

2.1 Describe the current practices of employment relations at organisations.

To remain in the competition, organizations needs to check every now and then that their employment relations practices are up-to-date and perfectly syncing with the ever-changing business landscape. This sure is a challenge, as pressure leads organization to make decisions that they don’t want to take.

So, it is important for organizations to make a balance between maintaining good relations with employees and their business goals. By this they become successful in building a productive and positive work environment that will lead to improved business performance.

There are multiple external institutions that can help to shape employment relations.

These are as follows:

· The government.

· Trade unions.

· Employers’ organisations.

· Professional bodies.

We have provided you their names, now it is up to you to do proper research on them and finalize which one is beneficial for you.

2.2 How advice of external bodies can help people professionals to make appropriate decisions.

There are number of ways in which external institutions can shape employment relations in an organization. The most common one is through legislation, another one is to influence employees. External bodies are really helpful in providing guidance and advice to help people professionals to make appropriate decisions.so you should be able to make most of these advices.

Here are some ways to make most of it:

· Keep up to date with changes in legislation, policy and guidance.

· Make use of online resources, such as the CIPD’s Employment Law Hub or Acas’s website.

· Use external advice as a starting point for your own research, rather than blindly following it.

· Seek advice from multiple sources, to get a range of perspectives on an issue.

· Be prepared to challenge external advice if you think it is not appropriate for your organisation.

3) CIPD 5HR01 Assignment Activity: Describe how people professionals can work with employees.

3.1 Research some evidence of external advice that can contribute to people management decisions, including different voices which are appropriate for different types of organisation.

There are many sources of external advice which may contributes to people management decisions, including multiple type of bodes. These can provide insights of sustain mutuality and voice within an organisation.

When it comes to deciding which forms of voices, one should always find out that which one should be appropriate according to specific needs and context of an organization.

For example, a trade union may be more appropriate for a manufacturing company that has a large workforce, while a professional body may be more suited to an organisation that employs highly skilled professionals.

3.2 How indirect voices contributes to improve levels of performance and employee outcomes.

There are multiple ways in which we can work with employees and trade unions to sustain mutuality and voice. These ways are as follows:

· One is through indirect voice, which can take many different forms.

· Another way in which indirect voice can improve is that how organization is run, it may lead to increased motivation

· If we talk about overall, indirect voice can be a powerful tool for people professionals to use in order to sustain mutuality and voice within an organisation.

4) CIPD 5HR01 Learning Outcome: Get knowledge of combined working of people professionals with employees and trade unions to mitigate organisational risks.

4.1 What are the basic impacts of negotiations between employers and employee associations at problem resolution?

There is a vast impact of negotiation between employers and employee associations which can be either negative or positive. On one hand negotiation can lead to conflict or disagreement and on the other hand it can lead to resolution of problems and establishment of better relations between both. Therefore it is really important to be aware of the impact of negotiations before they take place, and manage them carefully to minimize the risk of any upcoming conflict.

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CIPD Level 7HR01 Example

Table of Contents:

1) CIPD 5HR01 Assignment Example: Get knowledge about employment relations and their different prospective also how it influences the roles of people professionals and line managers.

2) CIPD 5HR01 Task: How external institutions shapes employment relations at organisations.

3) CIPD 5HR01 Assignment Activity: Describe how people professionals can work with employees.

4) CIPD 5HR01 Learning Outcome: Get knowledge of combined working of people professionals with employees and trade unions to mitigate organisational risks.

5) We provide CIPD level 7 assignments in highly affordable price.

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