5HR01 Employment Relationship Management


In the course 5HR01 Employment Relationship Management, students are acquainted with methods and strategies aimed at enhancing both working relationships and productivity. The enhancement of employment relationships plays a pivotal role in positively influencing organizational performance.

The purpose of learning

Upon completing this unit, students will have the capacity to:

  • Foster employee engagement through comprehension of employee voice and engagement dynamics
  • Grasp conflict behaviors and techniques for resolving disputes
  • Acquire knowledge on the lawful management of performance, disciplinary matters, and grievances
  • Comprehend the role of employee bodies in advancing employee relations

Creating a better working environment through employee engagement and voice

Engagement and employee voice: approaches

The exploration of employee engagement and voice encompasses a range of viewpoints, encompassing intellectual, emotional, and social dimensions. In this context, learners gain insights into how engagement is influenced by factors like leadership, managerial involvement, social media interactions, and employee engagement surveys. These elements collectively shed light on the interplay between employee voice and its impact on engagement levels. The comprehensive examination of employee voices, including those within gig economies, serves as a focal point for students’ understanding. This concept not only underscores the significance of articulating ideas and perspectives but also underscores their role in enhancing the employment landscape. Furthermore, learners become adept at distinguishing between employee involvement and employee participation, fostering a deeper comprehension of organizational dynamics.

Engagement tools that drive employee voice, and the connection between employee voice and performance

Surveys, which gather insights from employees, along with suggestion schemes aimed at generating ideas, and fostering engagement during team meetings, exemplify tools used to amplify employee voice. In addition, involving employees in consultative committees and providing platforms for participation in forums are strategies that further bolster employee voice.

The connection between employee voice and workplace performance is evident through the enhancement of high-performance work practices. This involves an assessment of diverse performance measurement approaches and an exploration of the myriad factors that contribute to employee engagement. As such, employee voice becomes intricately intertwined with the dynamics of workplace performance.

Developing a concept for better working lives

In grasping the concept of quality work, learners should take into account both the equitable and respectable aspects of employment, along with the provisions that enhance working conditions. When crafting an enhanced professional experience, employers ought to contemplate the inherent characteristics of tasks delegated to their workforce, their receptiveness to employee feedback, and the evaluation of job quality as pivotal elements driving organizational advancement.

Conflict behaviours and dispute resolution at work

Distinguishing conflict from misbehaviour

Lingering disputes between employers and employees often escalate into conflicts. Strikes, go-slows, protests, and detrimental employee conduct emerge as common manifestations of conflict, disrupting the usual operational flow. Misbehavior, denoting intentional adverse actions by employees, encompasses issues like fraud, absenteeism, tardiness, and theft, contributing to the discord. Moreover, conflicts can take on formal or informal forms—formal conflicts arise from divergent leadership styles and inter-personal disagreements, while informal conflicts stem from impromptu disputes, interpersonal clashes, and cultural variances.

In the face of conflicts, both employers and employees respond through a spectrum of official and unofficial measures. In instances where trade unions engage in conflict resolution, an official course of action is pursued. This involves union representatives adhering to relevant regulations and legal safeguards as they address the conflicts at hand. Conversely, unofficial action transpires independently of trade union consent and the legal safeguards extended to the disputing parties.

The differences between third-party conciliation, mediation, and arbitration

Third-party conciliation involves the intervention of an impartial individual who facilitates conflicted parties in comprehending each other’s perspectives and collaboratively resolving their differences. Mediators play a pivotal role in guiding the parties towards conflict resolution, offering actionable steps and shedding light on the core issues. Arbitration, on the other hand, pertains to a scenario where an external entity makes a binding decision to settle a dispute, holding both parties accountable to the resolution reached.

Conducting performance, disciplinary, and grievance management in a lawful manner

Legislation about unfair dismissal

Termination of employment can stem from concerns surrounding capability or misconduct. Capability-related dismissals may arise when individuals are unable to meet performance expectations or lack the requisite qualifications for assigned responsibilities. Misconduct, on the other hand, pertains to behavior that contravenes the established rules and regulations of the organization. It is imperative for employers to exercise fairness and equity in their decision-making processes to ensure that dismissals are conducted reasonably and justly.

Procedures for handling employee grievances and discipline

Grievances arise from a spectrum of sources, encompassing issues such as ineffective management, inflexible work arrangements, inequitable treatment, unfavorable working conditions, and instances of harassment and bullying. It is imperative for employers to navigate these situations judiciously, ensuring that both grievances and subsequent disciplinary actions are addressed impartially and equitably.

Organizations that meticulously adhere to established procedures and protocols for handling grievances shield themselves from potential legal ramifications. This approach not only safeguards the organization but also contributes to cultivating a positive reputation that can attract prospective employees. Effective grievance management not only mitigates employee frustrations but also minimizes resistance to change. Furthermore, it serves as a catalyst for reducing employee resignations, consequently bolstering overall employee retention rates.

The role of employee bodies in employment relations

Enhancing employee relations hinges on a comprehensive grasp of employment law stipulations, encompassing aspects like information disclosure, collective agreements, and both formal and informal procedural actions.

Within an organization, employees find representation through unions and non-union entities. Trade unions operate under the guidance of union representatives, actively engaged in union-related affairs. Complementary to mechanisms like joint negotiation committees and work councils, there exist avenues such as employee forums, staff councils, and pension bodies. The pivotal role of union representatives lies in their involvement within the collective bargaining process, collaboratively forging protocols related to industrial governance and agreements that bolster the efficacy of decision-making processes.


AC 1.1 A review of emerging developments to inform approaches to employee voice and engagementStudents elucidate the essence of employee voice and offer a definition of engagement from the perspective of the Chartered Institute of Personnel and Development (CIPD). The provided content outlining the advancements in employee voice and engagement places emphasis on various facets of engagement. This encompasses the drivers propelling engagement, such as leadership, expression of voice, integrity, the role of social media in fostering engagement, and the utility of engagement surveys.Furthermore, students explore the intricate interplay between engagement, employee voice, and employee well-being, aimed at identifying effective alternatives for cultivating enhanced professional experiences for all staff members. The concept of employee voice serves as a tool that HR professionals should wield adeptly to navigate and address employee concerns and challenges. Learners also delve into the reverberations of employee voice and engagement on the caliber of jobs and overall employee performance.As learners analyze these connections, they should intertwine their responses with the provided case study, elucidating how local employees can be effectively engaged with expatriates to elevate job quality and foster heightened levels of employee contentment.
AC 1.2 An explanation and evaluation covering the differences between employee involvement and employee participation, and how it builds relationships.Students provide concise definitions for both employee involvement and employee participation. They then proceed to expound upon the nuanced disparities in terms of depth and decision-making when it comes to engaging employees and establishing avenues for active participation, as articulated within this evaluation.The connection between involvement and participation in fostering employee relationships is subsequently contextualized within the frameworks of utilitarianism and pluralism theories. Additionally, learners are encouraged to delve into alternative job design theories to holistically address how the concepts of involvement and participation collectively contribute to the cultivation of robust relationships between employees and employers.
AC 1.3 An assessment of a range of employee voice tools and approaches to drive employee engagementThis assessment response involves an evaluation of one of the provided voice tools:SurveysTeam meetingsSuggestion schemesJoint negotiation committeesCollective bargainingEmployee forumsSocial mediaFurthermore, students are required to examine one of the following drivers of engagement:Engaging managersLeadership engagementVoice and integrityOrganizational cultureRewards and recognition
AC 1.4 A critical evaluation of the interrelationships between employee voice and organisational performanceThe assessment criteria inquire about the correlation between employee voice and performance, particularly in the context of high-performance work practices. These practices center around the scrutiny of how HR professionals contribute to the recruitment, selection, development, and retention of employees. Students elucidate the responsibilities of senior managers in maintaining effective communication and engagement among both local employees and expatriates to ensure their alignment with Evergreen’s expectations. By prioritizing individuals within the organization and providing them with a platform to voice their concerns and address challenges, there’s a discernible enhancement in work performance.
AC 1.5 An explanation of the concept of better working lives and how this can be designedCrafting improved working experiences hinges on the combined efforts of management and individuals in shaping conducive work environments for employees. The concept of good work is intricately tied to how managers and employers foster conditions that are equitable and favorable. Employers play a pivotal role in enhancing the quality of working lives by concentrating on the attributes of employment terms, the well-being and safety of their workforce, provisions for social support, and the overall employee wellness.The pursuit of better working lives is contingent upon employers assuming the responsibility of offering adaptable work arrangements for their staff. This adaptability is predicated upon the employers’ adeptness in addressing employee concerns and evaluating methods to enhance their well-being. The augmentation of working experiences not only positively influences the physical and mental health of employees, but also bears a direct linkage to the specific needs of the workforce within the context of Evergreen International.
AC 3.1 An explanation of the principles of legislation relating to unfair dismissal in respect of capability and misconduct issuesThe guiding content for addressing this inquiry is centered on the domain of unfair dismissal law, encompassing pertinent legislation and codes of practice that provide direction to HR professionals in making informed decisions regarding dismissals.Students elucidate the contrasts between capability and misconduct. Capability revolves around an employee’s aptitude to meet performance standards. For instance, an employee who sustains an injury and lacks alternative positions accommodating their condition could be subject to dismissal based on capability considerations. On the other hand, misconduct pertains to unanticipated behaviors by employees that adversely impact both colleagues and the organization. To illustrate, an employee found engaging in fraudulent activities within the workplace could be subjected to dismissal on grounds of misconduct.
AC 3.2 An analysis of the key causes of employee grievancesGrievances encompass conflicts and disputes that arise between employers and employees. The origins of grievances can be attributed to:Inadequate management practicesAbsence of flexibility in the workplaceUnjust treatment of employeesUnreasonable work regulationsSubpar working conditionsInstances of bullying and harassment
AC 3.3 An explanation of the skills required for effective grievance and discipline-handling proceduresLearners delineate the competencies of professionals in executing grievance and discipline protocols. Instances of these proficiencies encompass:Proficient listening aptitudeSkillful investigative capabilitiesEffective interviewing techniquesCompetence in comprehensive note-takingCapacity to recognize and mitigate biasIndividual capability to maintain objectivity
AC 3.4 Advice on the importance of handling grievances effectivelyEfficiently managing grievances holds paramount significance for both employees and organizations. The benefits of adept grievance handling encompass:Reduction of legal claimsCultivation of a favorable organizational reputationMitigation of employee frustrationsFurthermore, students elucidate the repercussions of inadequate grievance handling, which encompass:Diminished employee moraleEscalation in resignationsUptick in absenteeismHeightened employee resistance to changeDeterioration in employee engagementThe ACAS Code of Practice furnishes comprehensive guidelines outlining the procedures that practitioners should adhere to when navigating grievances and disciplinary matters.The successful completion of this assessment stands as a requisite for concluding the 5HR01 unit within the Associate Diploma in People Management program.


What is the main focus of the 5HR01 Employment Relationship Management course?

This course concentrates on equipping learners with an understanding of various aspects of employment relationships, including employee engagement, grievance handling, dispute resolution, and the roles of different stakeholders in managing relationships within an organization.

How does the course address the concept of employee voice and engagement?

The course delves into the dynamics of employee voice and engagement, exploring methods like surveys, suggestion schemes, and team meetings. It also examines the connection between employee engagement and workplace performance.

What role do unions and non-union bodies play in employment relationships?

The course provides insights into how unions and non-union entities represent employees within organizations. It delves into the involvement of union representatives in various aspects of workplace dynamics, including negotiation and communication.

How does the course cover conflict resolution?

The course comprehensively addresses conflict management, highlighting the consequences of unresolved disputes and providing guidance on formal and informal conflict resolution strategies. It also touches upon the significance of conciliation and arbitration.

How does the ACAS Code of Practice relate to employment relationship management?

The course explains the importance of the ACAS Code of Practice in offering practical guidelines for handling grievances and disciplinary issues. It underscores how adhering to these guidelines can contribute to smoother employment relationship management.

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