CIPD 5HR01 Videos – Employment relationship management
30 learning videos across 3 learning outcomes, one for each assessment criteria in 5HR01.
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.
Learning Outcome 1
Links to frames of reference and building relationships
AC 1.1 – Differentiate between employee involvement and employee participation and how they build relationships.
Defining employee involvement and participation
AC 1.1 – Differentiate between employee involvement and employee participation and how they build relationships.
Key differences in depth, form, scope and methods
AC 1.1 – Differentiate between employee involvement and employee participation and how they build relationships.
Non-Union Forms of Employee Representation
AC 1.2 – Compare forms of union and non-union employee representation.
Comparing Power in Union and Non-Union Representation
AC 1.2 – Compare forms of union and non-union employee representation.
Trade Unions as Employee Representatives
AC 1.2 – Compare forms of union and non-union employee representation.
Theoretical foundations for why voice might improve performance
AC 1.3 – Evaluate the relationship between employee voice and organisational performance.
Research evidence supporting and questioning the voice-performance link
AC 1.3 – Evaluate the relationship between employee voice and organisational performance.
Synthesising evidence and practical implications for people professionals
AC 1.3 – Evaluate the relationship between employee voice and organisational performance.
Measuring and Designing Good Work
AC 1.4 – Explain the concept of better working lives and how this can be designed.
The Core Dimensions of Job Quality
AC 1.4 – Explain the concept of better working lives and how this can be designed.
Introduction to Better Working Lives and Good Work
AC 1.4 – Explain the concept of better working lives and how this can be designed.
Learning Outcome 2
Practical Implications for HR Professionals
AC 2.1 – Distinguish between organisational conflict and misbehaviour.
Understanding Misbehaviour and Unorganised Conflict
AC 2.1 – Distinguish between organisational conflict and misbehaviour.
Introduction and Understanding Organised Conflict
AC 2.1 – Distinguish between organisational conflict and misbehaviour.
Injunctions and the individualisation of workplace conflict
AC 2.2 – Assess emerging trends in the types of conflict and industrial sanctions
Evolution of strike activity and strategic industrial action
AC 2.2 – Assess emerging trends in the types of conflict and industrial sanctions
Legal frameworks and sanctions in employment relations
AC 2.2 – Assess emerging trends in the types of conflict and industrial sanctions
Understanding workplace mediation and how it differs from conciliation
AC 2.3 – Distinguish between third-party conciliation, mediation and arbitration.
Introduction to third-party dispute resolution and understanding conciliation
AC 2.3 – Distinguish between third-party conciliation, mediation and arbitration.
Arbitration and choosing the right dispute resolution approach
AC 2.3 – Distinguish between third-party conciliation, mediation and arbitration.
Learning Outcome 3
Introduction to unfair dismissal law and the legal framework
AC 3.1 – Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.
Managing capability and misconduct procedures in practice
AC 3.1 – Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.
Understanding capability and misconduct and the requirement to act fairly
AC 3.1 – Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.
Introduction to grievances and defining grievances in the employment context
AC 3.2 – Analyse key causes of employee grievances.
Key causes of individual grievances
AC 3.2 – Analyse key causes of employee grievances.
Collective grievances and analysing grievance patterns
AC 3.2 – Analyse key causes of employee grievances.
Impact on individuals, teams, and organisational reputation
AC 3.3 – Advise on the importance of handling grievances effectively
Organisational consequences including morale, absence, and retention
AC 3.3 – Advise on the importance of handling grievances effectively
Legal framework and avoiding claims through effective grievance handling
AC 3.3 – Advise on the importance of handling grievances effectively