CIPD Level 5 Unit 5HR01 Employment Relationship Management Assessment Example 2026 PDF

CIPD Level 5 Associate Diploma in People Management

CIPD Level 5 Unit 5HR01 Assessment Example

About this Unit

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.

What you will Learn

You will develop understanding of practices aimed at supporting better working lives, differentiating between employee involvement and participation. You will also learn about conflict and misbehaviour, assessing emerging trends in conflict and industrial sanctions, third- party conciliation, mediation and arbitration. Finally, you will learn about performance, disciplinary and grievance matters and how to manage these lawfully.

Learning Outcome, Assessment Criteria and Indicative Content

1 Understand employee voice and practices to support better working lives.

1.1 Differentiate between employee involvement and employee participation and how they build relationships.

Employee involvement and employee participation: definitions of involvement and participation; differences in decisionmaking; differences in depth, form, scope and methods; links to unitarism and pluralism; links to motivation and engagement.

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

Joint negotiation committees; trade unions; employee forums; staff councils; works councils; differences in the power of employee bodies.

1.3 Evaluate the relationship between employee voice and organisational performance.

Relationship between employee voice and organisational performance: arguments that support a link, for example highperformance work practice research, arguments that question whether voice leads to improved organisational performance, for example difficulties in measuring performance, variations in methods of voice in practice, impact of other variables.

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

Better working lives: concept of good work, definitions of good work; fair and decent work; job quality: terms of employment, pay and benefits, health, safety and psychosocial wellbeing, job design and nature of work, social support and cohesion; flexibility; responsiveness to personal issues; metrics used to assess job quality and good work; how to design good work so that it promotes good physical and mental health.

2 Understand different forms of conflict behaviour and dispute resolution.

2.1 Distinguish between organisational conflict and misbehaviour.

Organisational conflict: forms of employee- organised conflict such as strikes, work- to- rule, go- slow, overtime bans, protests and deliberate negative or disruptive behaviour; forms of unorganised conflict, also known as misbehaviour, such as sabotage, fraud, absenteeism, walking out.

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

Shift from long strikes to shorter strategically planned strikes; trends in number of strikes, working days lost, number of workers involved; increasing use of injunctions by organisations; individualisation of workplace conflict. Nature of sanctions possible and currently being applied, for example internal/external policies and principles, legislation and how applied.

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

Definitions of third party; conciliation, mediation and arbitration; uses in individual and collective disputes; role of conciliation in settlement of employment tribunal claims, role of mediation in restoring and maintaining employment relationship, role of conciliator and mediator in helping parties resolve their dispute; role of arbitrator in making a binding decision in a dispute; managing potential conflict situations to achieve consensus legally and ethically.

3 Understand how to manage performance, disciplinary and grievance matters lawfully.

3.1 Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.

Unfair dismissal law: the principles of unfair dismissal law; relevant legislation; relevant codes of practice.

Capability and misconduct issues: definitions of capability and misconduct; fair and unfair reasons for dismissal, importance of acting fairly and reasonably; formal hearings and warnings; differences between ordinary and gross misconduct; record keeping; right to be accompanied to disciplinary hearings.

3.2 Analyse key causes of employee grievances.

Definitions of grievance; causes of individual and collective grievances: poor management, lack of flexibility, inequality in treatment, unfair rules, workload, working conditions, grading issues, interpretation of an existing collective agreement, bullying and harassment.

3.3 Advise on the importance of handling grievances effectively.

To avoid legal claims; reputation of organisation and individual; impact on individual and team; addresses issues that may cause employee frustration, poor morale, absence, withdrawal of goodwill, resistance to change, resignation, psychological impact.

Answer

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