Assessment Questions

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

Employee involvement

Employee involvement can be described as the process through which employees are engaged in various organisational roles, such as decision-making. Current developments have enhanced the growth of the adoption of employee involvement in various organisations. Various procedures can be implemented to enhance employee involvement, such as through the use of modern technology platforms such as Zoom, Google meetings, and Microsoft Teams meetings (Men et al., 2020). People professionals collect feedback from employees concerning various issues in the organisation, such as developments through the use of surveys or focused group discussions. After the collection of feedback, people professionals evaluate employees’ contributions and implement effective decisions aimed at enhancing organisational development and employee well-being.

Employee participation

Employee participation is the process through which employees in an organisation fully participate in development projects whereby people professionals allocate them various duties and targets (Holley et al., 2019). For example, people professionals can identify a development programme such as the evaluation of customers’ feedback and allocate employees’ various responses to evaluate and determine response actions that should be taken based on the responses. This gives employees a sense of belonging and being valued in the organisation, and this promotes the development of well-being, thus positively impacting organisational development.

Employee involvement and participation build relationships between employees and organisational managers through the development of effective communication and employee well-being. Communication is an essential aspect of an organisation, and thus through employee participation and involvement, people professionals can effectively identify various challenges and needs of employees and implement effective response actions. 

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

Union Employee Representation: Trade Unions

Trade unions are organisations that represent employees’ interests and advocate for their rights in the job market. They negotiate with employers on issues such as wages, working conditions, and other benefits (Lyceum Insurance Services, 2023). Additionally, trade unions provide support during employment disputes, ensuring that employees have a voice in conflicts with their employers. An example of a trade union is the United Kingdom’s Unite the Union.

Non-Union Employee Representation: Employee Forums

Employee forums are a form of non-union representation that allows employees to organise and discuss important issues, providing feedback to management (ACAS, 2024). These forums consist of elected employee representatives who regularly meet with management to address topics such as workplace policies, health concerns, and other employee-related matters (ACAS, 2024). Employee forums are designed to facilitate open discussions and provide a platform for employees to voice concerns outside of a trade union structure.

Similarities

Both trade unions and employee forums serve as channels for employees to express their views on workplace issues. They aim to improve working conditions, enhance employee satisfaction, and promote positive organisational changes (Yadav, 2021). In both cases, employees are represented by elected or appointed officials who negotiate with management on various matters. Moreover, both play a role in resolving conflicts and safeguarding employees’ rights and interests (Yadav, 2021).

Differences

The primary difference between trade unions and employee forums lies in their scope and authority. Trade unions are official, legally recognized organisations with the power to negotiate, strike, and advocate for legal rights on behalf of employees. They typically operate on a national level and can influence industry-wide changes (Lyceum Insurance Services, 2023). In contrast, employee forums are more informal and usually operate within a single organisation. They do not have the authority to negotiate salary increases or engage in industrial actions and primarily serve in an advisory capacity (Lyceum Insurance Services, 2023).

AC 1.3 Evaluate the relationship between employee voice and organisational performance. 

Advantages of Employee Voice on Organisational Performance

Employee voice refers to the ability of employees to express their opinions and concerns. Research suggests that employee voice positively impacts organisational performance (CIPD, 2024). One of the key advantages is increased innovation, as involving more stakeholders leads to a broader range of ideas and solutions that can drive positive change (CIPD, 2024). Additionally, when employees feel heard, job satisfaction improves, which in turn boosts workplace productivity, reduces turnover, and enhances organisational commitment (CIPD, 2024).

Employee voice also contributes to more effective decision-making. Diverse perspectives improve outcomes, as management can combine employees’ insights with its expertise (CIPD, 2024). Moreover, fostering open communication can build trust between employees and managers and enhance cooperation within the organisation by properly motivating the workforce.

Disadvantages

However, there are potential downsides to employee voice. One challenge is the risk of information overload. The constant influx of feedback can overwhelm management, making it difficult to address every issue efficiently. This can lead to delays in decision-making and implementation (Broderick, 2022).

Another potential drawback is the risk of superficial engagement. In some organisations, employees may feel pressured to provide input even when they have little to contribute, leading to low-quality feedback that does not significantly impact organisational performance (Broderick, 2022).

Overall, the relationship between employee voice and organisational performance is largely positive, with the benefits—such as increased engagement, better decision-making, and heightened innovation—outweighing the drawbacks. However, organisations should implement robust systems for managing feedback to minimise information overload and ensure that employee input remains meaningful and constructive.

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

Concept of Better Working Lives 

Better Working Lives

The concept of better working lives revolves around enhancing the quality of work environments and conditions that directly influence employees’ well-being, satisfaction, and productivity. It emphasises the design of jobs and workplaces that are not only financially productive but also contribute positively to individual health (CIPD, 2022).

Designing Better Working Lives

The CIPD’s Good Work Index provides a framework for creating better working lives. It highlights key areas such as job characteristics, work context, employee representation, and equality (CIPD, 2022). By improving these aspects, organisations can set goals that, when achieved, lead to better working conditions for their employees.

Improving Working Lives

Enhancing Job Quality

Improving job quality is crucial for enhancing employees’ working lives. This involves clearly defining roles and setting realistic expectations regarding workloads (Buckingham, 2022). For example, organisations like Google have embraced flexible roles, fostering creativity and innovation among employees. This approach not only boosts job satisfaction but also enhances performance and motivation (Team 6Q, 2020).

Promoting Work-Life Balance

Equal importance should be given to both work and personal life. Organisations can support this by implementing flexible working arrangements, such as remote work options, customizable working hours, and shared schedules (Buckingham, 2022). For instance, Microsoft has adopted flexible working policies that allow employees to arrange their working hours according to their needs (Boyd, 2023). This approach helps reduce stress, prevents burnout, and increases overall job satisfaction.

AC 2.1 Distinguish between organisational conflict and misbehaviour. 

Organisational Conflict

Organisational conflict refers to disagreements or rivalries within an organisation, whether between individuals or groups (GeeksforGeeks, 2023). These conflicts can arise from differing opinions, values, interests, or goals among the parties involved. When managed effectively, organisational conflict can be beneficial, leading to constructive outcomes such as improved decision-making, innovation, and stronger relationships (GeeksforGeeks, 2023). For example, a conflict between marketing and sales over resource allocation might result in a more effective strategy that benefits the entire organisation.

Misbehaviour

Organisational misbehaviour involves deliberate actions by employees that violate the organisation’s norms, rules, or procedures (Mbagwu, 2021). Unlike conflict, which can be a normal part of workplace dynamics, misbehaviour is typically unhealthy and unwarranted. It includes activities such as embezzlement, harassment, truancy, and neglect of duties (Mbagwu, 2021). For instance, an employee who regularly falsifies reports is engaging in misbehaviour.

Differences

The key difference between conflict and misbehaviour in organisations lies in their intent and impact. Organisational conflict is a work-related clash of views that can lead to positive change if properly managed (GeeksforGeeks, 2023; Mbagwu, 2021). In contrast, misbehaviour involves actions that violate organisational norms and negatively affect the organisation’s functioning. For example, if two employees disagree on the best procedure to complete a project, the resulting conflict could lead to improved outcomes if handled well. However, if an employee actively sabotages a coworker’s efforts out of spite, this constitutes misbehaviour (GeeksforGeeks, 2023; Mbagwu, 2021).

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

Emerging Trends

Trend 1: 

Shift to Shorter and More Strategically Planned Strikes

There is a growing trend towards shorter, more strategically planned industrial actions. Traditionally, strikes were prolonged and disruptive, aiming to exert maximum pressure on employers. However, contemporary strikes are now shorter and more targeted (Hughes and Dundon, 20218). Employees and labour organisations are increasingly opting for sudden, temporary strikes to avoid many of the challenges associated with longer actions. For instance, recent years have seen one-day or even one-hour strikes designed to make a specific statement without significantly disrupting organisational operations.

Impact

This trend allows unions to assert their demands for reforms while maintaining public and employer support. Shorter strikes cause less damage to companies and enable employees to achieve goals such as better wages and working conditions more effectively than prolonged strikes (Hughes and Dundon, 20218). Additionally, mini-strikes help avoid prolonged worker absences, which can strain relations between management and employees.

Trend 2: