CIPD 7HR01 Videos – Strategic employment relations
36 learning videos across 3 learning outcomes, one for each assessment criteria in 7HR01.
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.
Learning Outcome 1
Power, Authority, Managerial Prerogative and Professional Practice
AC 1.1 – Critically evaluate different perspectives on employment relations
Introduction and the Unitarist Perspective
AC 1.1 – Critically evaluate different perspectives on employment relations
Pluralist and Radical Perspectives
AC 1.1 – Critically evaluate different perspectives on employment relations
The Contested Nature of Work - Why Conflict is Inherent
AC 1.2 – Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts.
Manifestations of Conflict - Overt, Covert, and Everything Between
AC 1.2 – Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts.
Cooperation, Context, and the Dynamic Balance
AC 1.2 – Contrast examples of cooperation and conflict within the employment relationship in different organisational contexts.
Non-union strategies and evaluating fitness for purpose
AC 1.3 – Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.
Partnership and adversarial approaches to union relations
AC 1.3 – Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.
Introduction to employer strategies and the strategic context
AC 1.3 – Critically evaluate employer strategies towards trade unions and whether they are fit for purpose.
The meaning of good employment relations and why they matter
AC 1.4 – Review ways in which people professionals can foster positive employment relations at work
Working with line managers and employees to build positive relations
AC 1.4 – Review ways in which people professionals can foster positive employment relations at work
Challenges to positive employment relations and strategic responses
AC 1.4 – Review ways in which people professionals can foster positive employment relations at work
Learning Outcome 2
The Role of the State in Regulating Employment Relations
AC 2.1 – Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.
International Institutions and Global Employment Relations
AC 2.1 – Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.
Understanding Globalisation and Its Impact on Employment Relations
AC 2.1 – Critically evaluate the extent to which globalisation and other international influences have shaped and transformed employment relations within organisations.
Technological change and its impact on employment relations
AC 2.2 – Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures.
Labour market and product market pressures
AC 2.2 – Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures.
Political developments and strategic responses to competitive pressures
AC 2.2 – Review the practice of employment relations at organisation level, including how it is being shaped by short-term competitive pressures.
Introduction to External Advisory Bodies and ACAS
AC 2.3 – Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation.
Employer Representative Bodies and Trade Unions
AC 2.3 – Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation.
Integrating External Advice into Strategic Decision-Making
AC 2.3 – Critically appraise the advice that external bodies can provide in order to help people professionals make appropriate decisions for their organisation.
Precarious work and zero-hours contracts
AC 2.4 – Analyse the changing nature of work in different parts of the economy.
Job quality and strategic implications for HR
AC 2.4 – Analyse the changing nature of work in different parts of the economy.
Labour market polarisation and the role of automation
AC 2.4 – Analyse the changing nature of work in different parts of the economy.
Learning Outcome 3
Introduction to Indirect Voice and Works Councils
AC 3.1 – Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes.
Partnership Agreements and Conditions for Effective Indirect Voice
AC 3.1 – Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes.
Joint Consultative Committees - Theory and Practice
AC 3.1 – Critically analyse how different forms of indirect voice could contribute to improved levels of organisational performance and employee outcomes.
How Voice Mechanisms Drive Organisational Performance
AC 3.2 – Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes.
Understanding Direct and Informal Voice Mechanisms
AC 3.2 – Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes.
Employee Outcomes and Critical Success Factors for Voice
AC 3.2 – Critically analyse how different forms of informal and direct voice could contribute to improved levels of organisational performance and employee outcomes.
Employee outcomes and evaluating voice effectiveness
AC 3.3 – Evaluate the extent to which voice enhances both organisational performance and employee outcomes
Theoretical foundations and conditions for effective voice
AC 3.3 – Evaluate the extent to which voice enhances both organisational performance and employee outcomes
Measuring organisational performance impacts
AC 3.3 – Evaluate the extent to which voice enhances both organisational performance and employee outcomes
Understanding Employee Engagement - Definitions and Drivers
AC 3.4 – Evaluate how organisations drive and assess employee engagement.
Engagement Strategies, Performance Links, and Barriers
AC 3.4 – Evaluate how organisations drive and assess employee engagement.
Measuring and Assessing Employee Engagement
AC 3.4 – Evaluate how organisations drive and assess employee engagement.