Understanding Globalisation and Its Impact on Employment Relations
7HR01 – Strategic employment relations
This CIPD Level 7 learning video, part of unit 7HR01 Strategic employment relations, explores how globalisation and international influences have fundamentally transformed employment relations within organisations. The video critically evaluates the extent to which global developments have shaped modern HR practices, whilst examining the state's regulatory role in employment relations and how these institutions operate at organisational level. By examining the interconnection between globalisation, international frameworks, and strategic employment relations, learners will develop the analytical skills needed to meet assessment criteria AC 2.1 and understand the complex forces reshaping contemporary workplace dynamics.
What this video covers
Globalisation and its consequences for employment relations sit at the heart of this video, which is aimed at practitioners and students working at CIPD Level 7 within unit 7HR01 – Strategic Employment Relations. The video addresses Assessment Criterion 2.1 directly, building a critically evaluative account of how globalisation has shaped and transformed employment relationships within organisations. It does so through the lens of economic integration, the internationalisation of labour markets, and the cross-border diffusion of management practices, treating these not as background context but as forces with concrete structural implications for how work is organised and how the employment relationship is constituted.
A substantial portion of the video is concerned with the specific ways in which organisational structures and employment arrangements have shifted under global competitive pressures. The growth of non-standard employment — including temporary contracts, agency work, zero-hours arrangements, and outsourcing — is examined alongside the restructuring of organisational boundaries through global supply chains. The video considers what these developments mean for questions of employer responsibility, collective representation, and the distribution of risk between organisations and workers. It also addresses the uneven nature of wage and working condition pressures, distinguishing between the experiences of highly skilled workers in globally competitive sectors and those in more easily relocatable industries.
Three theoretical perspectives are brought into direct contrast to fulfil the critical evaluation demanded by AC 2.1: the neo-liberal position, critical political economy, and institutionalism. The institutionalist strand draws on comparative evidence to examine how national institutions — including trade union strength and employment regulation — mediate global pressures rather than simply absorbing them uniformly. This comparative dimension allows the video to engage with the long-running convergence versus divergence debate in employment relations, arguing against both the assumption that globalisation produces identical outcomes across national systems and the counter-assumption that domestic institutions remain wholly insulated from international forces.
Assessment Criteria 2.1
Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.
Indicative Content
Globalisation and international developments; the role of the state in regulating employment relations. How these institutions shape employment relations at organisation level.
What You'll Learn
Video covering: Understanding Globalisation and Its Impact on Employment Relations
About 7HR01 – Strategic employment relations
This unit focuses on different perspectives of employment relations and the cooperation and conflict that varies between workplaces. There is a key role that institutions beyond the workplace play in shaping people management policy and practice within organisations, and a wide variety of models to emerge, meaning that outcomes are less predictable and relationships must be handled with great care.
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