(Solution) New CIPD Level 5 Avado 5HRO1- Employment Relationship Management


Table of Contents

Task 1: Briefing Paper to the Board of Directors. 2

1.1 Recommendations on REBU Improving approaches to Employee Voice (EV) and Employee Engagement (EE)  2

1.4 Interrelationship of EE and Organisational Performance. 3

1.3 Surveys, Suggestion Schemes and team meetings- Employee Engagement. 4

1.2 Employee Involvement and Employee Participation for Building Effective Employment Relationships in REBU   5

1.5 Conclusion- concept and design of better working lives for REBU physical and mental health work practices  6

Task 2: Training Session (Presentation Pack with Supporting Notes) 6

2.1 Organisation Conflict and Misbehaviour, Informal and Formal Conflict 7

2.1 Formal and Informal Conflicts. 8

3.2 Key causes of employee grievances. 9

3.3 Handling Grievances and Disciplines at Work Skills. 10

3.4 Importance of Handling Grievances. 11

2.2 Official and Unofficial Employee Action. 12

2.3 Trends in Conflicts and Industrial Actions. 13

2.4 Conciliation, Mediation and Arbitration Characteristics. 15

2.5 Legislations for Unfair Dismissal Laws. 16

Task 3- Email to CEP. 17

4.2. 17

4.1. 18

4.3. 18

References. 20

Task 1: Briefing Paper to the Board of Directors

1.1 Recommendations on REBU Improving approaches to Employee Voice (EV) and Employee Engagement (EE)

Adopting the definition of Quantum Workplace (2022) the employee engagement (EE) represent the strength of mental and emotional connection employees fell towards their work, their teams and organisation. This is with the employee voice being defined in CIPD (2022) as how people communicate their views to their employer and influence matters that affect them at work. Hence, both engagement and employee voice is an indicator of level of trust and openness hence an increased organisation success.

Both the EV and EE are influenced by emerging developments such as;

New ways of Work- For this development, CIPD (2022a) argue that EV and EE contribute to appropriate work experience and better outcomes at work. For instance, REBU can ensure they initiate complex systems with new voice channels by embrace of technology and social media to leverage on their gig economy.

Gig Economy- Owing to the prevalence of Gig Economy where REBU company operates, an increased in employee voice new channels have increased. This is with the engagement in short-term contracts impacting how employees are engaged.

 Social Media- As evidenced in CIPD (2013) the popularity of social media has contributed to an increased evolving of technological and social developments. This can impact REBU in areas of communication patterns and multi-directional practice.

For the recommendations to REBU, they include;

Recommendation 1– Ensure that REBU has holistically integrated employee voice and engagement in their employee lifecycle. This would take place within 12 months with costs of implementation averaging at 20,000 Saudi Riyals as employees induction and capacity development would need to be implemented. This would be implemented by the HR management and the administration. The best practice would lead to 80% improved work practices.

Recommendation 2– Establish appropriate Key Performance Indicators (KPIs) for evaluating level of success and output- Within a period of 6 months, the KPIs would have been introduced. The rationale of this is identified in Jimenez et al. (2022) as recognising and appreciating engagement in various entity practices. The costs incurred would  include 10,000 Saudi Riyals with the employees, HR management and legal teams being engaged in the process. This would lead to 90% increased operations in employee voice.

Recommendation 3-Use social medial platforms for managing the employees today and in future. This would be implemented in a period of 10 months and cost 30,000 Saudi Riyals to achieve 80% of successful social media relations and capacity to successfully adopt its implementation.

1.4 Interrelationship of EE and Organisational Performance

The interrelationship of EE and organisation performance is anchored on what CIPD (2022) identify as the employee voice working holistically for purpose of feeling highly valued, trust levels increased and influential. This end up increasing the job satisfaction and performance. For REBU company, operating in gig economy, through an improved interrelationships, they would achieve an increased trust with employees, innovativeness, productivity and organisational improvement. For evaluating the interrelationship of EE and organisation performance, the areas of consideration would include;

Innovation- In a survey by Williams et al. (2021), it found that in organisations which promote effective employee voice, they achieve 4.6 times performance in their job roles. This is with 70% of such employees readily taking part in an active innovativeness in workplace. From this, the organisation would increase in its performance and competitiveness. Therefore, through an increased investment in modern business environment, they would achieve high employee voice and innovation in REBU organisation.

Profitability– From a previous research in Forbes (2019), it hypothesised that in organisations with high employees voice, they leverage from 30% increased profitability. The increased profitability is an indicator of high performance. For REBU, they would be successful in ensuring that they lower absenteeism with 40%, and 70% of reduced turnover level. This is with high organisation performance achieved.

Further, adopting the definition of CIPD (2022b), a High Performance Workplace is a continued balance of investing on people, process, physical environment and technology. This is for measurably enhancing the capacity of employees learning, discovering, innovating, team and leading and achieving efficiencies and financial benefits. Further, GERCANS (2021) argued that the organisation is in a position of excelling in highly shared goals, open-based communication, elaborate expectations and strong sense of being accountable amongst the other organisation teams.

1.3 Surveys, Suggestion Schemes and team meetings- Employee Engagement

Surveys- According to Liang and Yeh (2019) the surveys is basically a significant approach of offering the employees with an appropriate voice. To achieve the employee engagement, this is through ensuring that leaders have a basic appreciation of issues and employees perceptions in the entire organisation.

For the advantages, first, surveys enhance the employees morale. This is for ensuring that they are heard and understand their opinions. This is with their input being valued with a high-level loyalty and commitment. Secondly, lines of communication are introduced by employees being in a position of effectively expressing themselves particularly when there are fears of sharing ideas in an open manner.

Considering disadvantages, first, there lacks a guarantee of honesty in answering even when anonymity is assured. According to Helfrich and Dietl (2019), the end result is the data not being appropriate as it could be expected. Another disadvantage is that pursuing surveys could risk damaging of the employees morale. This is in an event REBU fails in prioritising on employee voice.

Suggestion Schemes- This is important for employee voice and engagement in that Della Torre et al. (2021) note that the process is a research-based practice, a standard approach for sourcing data and the employee voice. For instance, REBU would use this in ensuring that they adopt Kaizen event for sourcing and implementing good employees ideas.

One advantage of this include a high-level motivation. Suggestion schemes means that the employees feel appreciated and part of their organisations decision making. A second advantage is immense control offered to the employees in their operations.

For disadvantages, they include immense control since for the suggestion schemes to succeed, all the employees must be actively engaged. Conversely, the disadvantage include immense expectation. This is since there is no possibility of the approach providing relevant solutions of all issues affecting an organisation. Another disadvantage include immense expectations.

Team MeetingsAccording to Subhakaran and Dyaram (2018), a major priority here is on promoting collaborative and team-based practice. This lead to harnessing cohesive and ready to implement functions of an entity. The advantage of this entail promotion of open-based communication with entire issues noted. Another advantage is the capacity of promoting diversity and inclusivity of different people. This is with creativity and innovativeness improved. The disadvantages entail a lot of time being used for working on the team meetings. Also, it has a negative impact in increasing competitiveness of the different teams.

1.2 Employee Involvement and Employee Participation for Building Effective Employment Relationships in REBU

According to Miciuła and Miluniec (2019)

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