| Category | Assignment | Subject | Management |
|---|---|---|---|
| University | ___________ | Module Title | 5HR01 Employment Relationship Management |
This unit defines and explores the best practices and strategies for successfully transforming, maintaining, and improving employee relations to improve their working lives and how this can affect organisational outcomes.
You will learn about activities that promote improved working lives and distinguish between employee engagement and employee participation. You will also examine conflict and misconduct, evaluating new directions in conflict and industrial penalties, third parties’ mediation, and arbitration.
Last but not least, you will be introduced to legal matters, including performance, disciplinary, and grievance matters, and finally how to deal with such matters legally.
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WhatsApp Us for CIPD HelpThis task requires you to answer 10 questions, each relating to the case study. Your answers should respond accurately to the questions and should be informed by wider reading from key academic texts, articles and relevant publications. References should be included within each of your answers, and full details presented in a bibliography at the end of your assessment.
Please ensure that your work is presented clearly, typically using the question, sub-headings or AC references to link your responses to the questions, and that your work complies with the word count requirements stated at the end of the assessment brief.
AnchorBridge is a facilities management company specialising in cleaning, maintenance and security services. AnchorBridge has tendered for and won contracts providing facilities services in the public and private sectors, in schools, universities, offices, hospitals and airports.
Several forms of voice are in place. For example, there is a works council, and the organisation also conducts an annual voice survey, supports EDI networks, and provides a range of additional channels, including a whistleblowing hotline, a suggestion scheme and ‘Quiz Liz’ (an online platform where employees can ask the CEO, Elizabeth, questions or give feedback).
The works council, known as ‘The Bridge’, acts as an information and consultation bridge between management and the workforce. ‘The Bridge’ is made up of worker and management representatives, with the worker representatives referred to as ‘Bridgers’. The scope of ‘The Bridge’, set by management, includes organisational strategies and decisions that affect the workforce, as well as health and safety and people policies and procedures.
Although pay is not included in the scope of ‘The Bridge’, some workers have expressed dissatisfaction with their recent 3% pay increase and want ‘The Bridgers’ to raise this at the next meeting of ‘The Bridge’ in two weeks. Meanwhile, a small group of employees in the cleaning team have begun to take home cleaning products so that they do not have to buy these, describing this as their unofficial pay increase. There is also resentment because some employees believe it is unfair that their colleagues have time off to prepare for and attend meetings of ‘The Bridge’ and have taken sick leave so that they can have some time off too.
Jim and Tola work on preparing tenders for cleaning contracts. Both are good at their jobs, and together they have successfully won many contracts for AnchorBridge, but they have recently argued with each other. Tola claims that Jim constantly talks over her in meetings, whereas Jim claims that Tola undermines him in meetings. Tola and Jim no longer have a good working relationship, and it is beginning to affect their ability to work collaboratively when tendering for new contracts. Their manager, Iman, wonders how she can help them work together in a more productive and peaceful way. Iman asks another manager, Zoe, whether she has any tips on how to deal with this situation. Zoe states that she would dismiss one or both of them and that she would not tolerate that type of behaviour in her team. Initially, Iman is surprised by her colleague’s reaction but then starts to wonder whether dismissal could be the solution to this problem.
The number of grievances raised by staff in the maintenance team has risen by 15% in the last 12 months. The Employment Relations Team is concerned about the increase, but the operations manager of the Maintenance Team states that people will always find something to moan about and not to worry about it. Several grievances raised relate to the use of nicknames. For example, one employee named Davey raised a grievance because colleagues called him “Daisy”, implying he often takes time off (some Daisies in, some Daisies he isn’t). Another employee complained that he is never allowed to present at tender meetings and is called “deckchair” by colleagues, implying that he folds under pressure. This grievance also states that team leaders sniggered when they heard the term “deckchair” being used.
Answer:
Both employee involvement and employee participation can involve employees in the success of an organisation, but in different ways in terms of the extent of influence that employees have over decision-making. While employee involvement focuses on seeking employees' views, employee participation allows employees to play a more active role in decisions affecting the workplace. They combine to further reinforce communication, trust and collaboration between employers and employees.
Employee involvement: Strategies that seek to involve employees in the process of generating ideas, opinions and feedback, but leave the decision-making to management. Effective involvement can give staff opportunities to voice their opinions, enhance engagement and make them feel valued.
Anchorage Bridge has embraced employee involvement through its annual employee voice survey, suggestion scheme, whistleblowing hotline and 'Quiz Liz' platform, where staff can have direct contact with the Chief Executive. These programs offer an opportunity to communicate openly and for management to collect important employee input.
Employee participation gives employees a more direct involvement in the decision-making of the organisation, typically in the form of one or more representative bodies or through formal arrangements for consultation. Participation is different to involvement as it allows employees to contribute to discussions around workplace issues instead of just providing feedback.
The Bridge' in the case study is an example of employee participation. The worker representatives sit down with management to discuss the organisation's strategy, health and safety and issues relating to people policy, and enable employees to have a voice in decisions that impact their workforce.
Creating and maintaining positive employment relationships
Both methods foster positive employment relationships, with communication, trust and respect being promoted. Staff whose opinions are valued tend to be more motivated and invested in the goals of the organisation.
The case study also demonstrates the importance of the meaningfulness of these approaches. Some employees are not happy about pay not being covered by ‘The Bridge’ – even after concerns about a recent 3 per cent pay rise. This frustration has led to resentment, abuse of sick leave and employees using cleaning products as an extra form of payment. The examples demonstrate how employee voice mechanisms are most effective when issues are considered important enough to openly discuss.
Answer:
Employee representation allows employees to collectively voice their opinions to management and affect decision-making in the workplace. It can be via recognised trade unions or non-union representative bodies, such as works councils. Both are about employee voice but have different independence, authority and purpose.
| Aspect | Union Representation | Non-union Representation |
| Representation | Employees are represented by an independent trade union. | An employer-sponsored forum in which employee representatives act. |
| Purpose | Defend employee rights and discuss employment issues. | Promote consultation, communication and employee involvement. |
| Collective Bargaining | Can negotiate payment and conditions, if recognised. | Tends to be a consultant and will not haggle about the terms of employment. |
| Independence | Not subject to the employer. | Works within an agreed framework established by the organisation. |
| Decision-Making Influence | More power via collective bargaining. | Mainly consults and gives feedback. |
Though they differ in several ways, both systems offer organised avenues where employees can express concerns, offer suggestions and enhance communication with supervisors. They can also enhance trust, improve employee commitment and help to address workplace challenges before they become serious (CIPD, 2025).
Employees and managers can discuss people policies, health and safety, and organisational strategy in AnchorBridge's ‘The Bridge', a model of the benefits of non-union representation. This promotes discussion and working together.
The case study also shows some of its drawbacks, though. However, the pay element is not part of ‘The Bridge', so employees will not be able to formally discuss their discontent with the recent 3% pay increase. This has led to dissatisfaction, with some employees wanting their representatives to raise the issue, but outside the agreed remit. Pay is usually one of the major issues that is likely to be negotiated in a recognised union environment.
A non-union forum is a good way to continue to keep employees engaged and talking with each other for AnchorBridge. The scope of ‘The Bridge' should, however, be reviewed from time to time by the Senior Leadership Team to make sure that it is in line with the concerns of employees. More consultation on matters that employees find of concern would boost the credibility of the consultation process and enhance employment relationships.
Answer:
Employee voice is the means by which employees let their opinions, concerns and suggestions be heard and influence the decisions made in the workplace. Effective employee voice is not just about gathering input; it's about listening to, reacting to and showing that employees' views have been taken on board within organisations. The CIPD (2025) states that companies that support employee voice can reap rewards of increased engagement, trust, innovation and organisational performance.
AnchorBridge has introduced several voice mechanisms, such as ‘The Bridge' works council, annual employee surveys, networks for EDI, a whistleblowing hotline, a suggestion scheme and ‘Quiz Liz'. These opportunities allow employees to make several contributions to organisational improvement and/or express their views.
Employee voice can have a positive impact on organisational performance in a number of ways. Firstly, employees who feel heard are likely to be more engaged and motivated, which translates to better productivity and service. The day-to-day people who have to clean, maintain and secure the premises can provide good ideas of how the work can be improved, which can keep the company competitive when bidding for contracts, such as work carried out by AnchorBridge.
Secondly, voice promotes communication and trust. The whistleblowing hotline and 'Quiz Liz' help to promote openness and help concerns to be brought to light before they turn into a formal grievance or workplace dispute. This helps to build a more positive organisational culture and employment relations.
But, employee voice is only valuable if employee voice is felt by the employees feel that their voice makes a difference. This case study demonstrates that AnchorBridge has a problem. Employees are provided with multiple avenues for communicating, but the 3% pay increase in recent years is not enough to satisfy them; the pay is not a part of 'The Bridge'. This frustration has been linked to negative behaviours such as employees taking cleaning products home and absenteeism. The examples show that employees do not feel their most important concerns are being suitably managed.
Therefore, the more voice mechanisms the fewer the better it is not likely to be the case. Rather, management should focus on the quality of the consultation, taking into account feedback from staff, making decisions as openly as possible, and examining whether the existing forum is suitable for the topics that employees are of greatest concern.
Answer:
The CIPD's definition of good work is that of a job offering fair treatment, purposeful work, employee wellbeing, opportunities to develop and positive working relationships. It's not just about payment, it's about respecting, supporting and enabling them to do their best. By incorporating the principles of good work, organisations often find that their engagement, retention and organisational performance are improved (CIPD, 2024).
AnchorBridge should strive to be a good work by concentrating on several important areas.
1. Improve employee voice
The organisation has several ways for employees to voice their opinions on a given matter, but the case study highlights that although this is the case, employees are still unhappy about the pay they receive, and this is not something they can discuss through ‘The Bridge’. It would help employees feel listened to if they were aware of the range of consultation and how employee input is used to inform decisions.
2. Establish and reinforce a culture of respect in the workplace.
The friction between Jim and Tola, and other issues of unhappy relationships with inappropriate nicknames, suggest problems within work relationships. Managers should encourage positive behaviours, deal with conflict at an early stage and challenge negative behaviour at regular intervals. A good culture promotes teamwork and prevents grievances.
3. Support employee wellbeing
Good work also requires the protection of the physical and mental health of workers. Spending time regularly talking about wellbeing, having access to support services, and allowing flexible working when relevant can help to boost the satisfaction of employees and minimise absence related to stress. A happy employee is a more productive employee.
4. Take time to invest in learning and fair management.
Giving employees opportunities to learn, advance and receive recognition will make them feel appreciated and motivated. Managers also need to be trained to deal fairly with conflict, grievance and disciplinary issues, and organisational policies need to be applied consistently. This promotes trust and confidence in management.
AnchorBridge can create a more positive working environment through empowering employees, promoting respectful behaviours, supporting wellbeing and ensuring fair management practices. The principles of good work would not only help to enhance employment relationships, but would also help to increase staff engagement, reduce staff turnover and enhance organisational performance.
Answer:
Organisational conflict and organisational misbehaviour are two different things, but can happen simultaneously. Conflict occurs when people or groups disagree and disagree due to different opinions, interests or working methods. However, when misbehaviour occurs, it means that actions are deliberate and it is a violation of the rules, policies or expected standard of conduct of the organisation. Being able to recognise the differences helps managers make the right decision.
Organisational conflict is not always a bad thing and is a normal aspect of working life. Conflict can arise due to personality clashes, divergent communication styles or different priorities, but can be managed and foster good discussion, innovation and decision making. Conflict that is not resolved creates problems when it starts to impact relationships or performance.
A conflict in the organisation between Jim and Tola is an example of an organisational conflict. Tola thinks Jim speaks over her in meetings, and Jim thinks Tola trolls his ideas. The lack of understanding about each other has hurt their working relationship and impacted their ability to produce winning tenders. Although the conflict is impacting team performance, there is no evidence that either employee has deliberately broken organisational rules.
Organisational misbehaviour varies as it is deliberate conduct that is in conflict with the expectation of the workplace. In this case study, some cleaning staff intentionally take cleaning products home as compensation for the 3% pay increase. This constitutes theft of the company's property and is an example of misconduct. Likewise, those who claim to be off sick when they are not and do not want to attend “The Bridge” meetings are knowingly using the organisation's attendance policy for the organisation for their own benefit.
The examples illustrate that there are different management responses to conflict and misbehaviour. As two professionals who are now working together, Jim and Tola may need to work through their disagreement, and it should be tried first in a communicative, coaching or meditation process to strengthen their working relationship. Theft and dishonest sickness absence, however, are a different matter and could be investigated under the organisation’s disciplinary procedures as intentional breaches of the organisational standard.
Answer:
Conflict in the workplace has evolved over the past few years. In addition to conflicts over salary and working conditions, organisations are now encountering conflicts on the interpersonal level, fairness, employee well-being, and behaviour in a work environment. By knowing what trends are developing, an organisation can handle the conflict without it becoming a formal dispute or industrial action.
An emerging issue is the conflict between people. In today’s workplace, teamwork is a critical component and communication and working relationships are increasingly important. In dealing with unresolved interpersonal issues, the conflict between Jim and Tola illustrates the negative consequences of not resolving them promptly and how this can reduce collaboration and organisational performance.
Another common new trend is relationship-based grievance, such as bullying, language inappropriate, and respect in the workplace. In the introduction, the authors note that at Anchorbridge, employees have complained about nicknames like “Daisy” and “Deckchair”, meaning that some of the school’s ‘humor’ is now being questioned. This indicates a larger expectation that employers will provide respectful and inclusive workplaces.
However, there has been an increasing number of conflicts that stem from feelings of fairness and employee voice. Staff want to be consulted on matters that impact their job. A lack of satisfaction with the 3% rise and an opportunity to discuss pay using ‘The bridge’ have added to frustration and negative behaviours in the workplace in the case study. This emphasises the need for effective employee consultation and communication.
In addition to these developments, organisations should also be made aware of industrial sanctions that can be exercised by employees to shape the decisions of their employers during disputes. Strike action is the most widely known form of sanction, a withdrawal of labour. Other forms of strikes are work-to-rule, which involves workers only carrying out the work they are contracted for, and overtime bans, which may have a profound impact on operations without a complete strike.
While the status quo of the non-union representation system for employees is acceptable to AnchorBridge, unresolved compensation and fairness issues may give unions more encouragement to engage in collective action if employees become less trusting of the existing representation system. Early conflict should therefore be a priority for the organisation to reduce the risk of industrial conflict.
Generally, the conflicts of today’s workplace are more focused on relationship, inclusion and fairness issues rather than purely industrial issues. Addressing concerns proactively, AnchorBridge can help to minimise conflict, improve employment relationships and maintain organisational performance.
Anwer:
If conflicts within the workplace can't be solved within the workplace, organisations can turn to an independent third party for help. The three popular techniques are conciliation, mediation and arbitration. Both seek to settle disagreements, but have two distinct goals, roles of the third party, and methods of achieving the resolution.
|
Intervention |
Purpose |
Role of Third Party |
Outcome |
|
Conciliation |
Helps parties negotiate a settlement. |
Helps to communicate but doesn't impose a decision. |
Agreement which is freely made by both. |
|
Mediation |
Solves interpersonal problems and restores relationships. |
Facilitates conversation and enables parties to resolve on their own. |
Mutually agreed outcome. |
|
Arbitration |
Formally makes decisions to resolve disputes. |
Evaluates facts and takes a final or consensual decision. |
Arbitrator's decision. |
When an employment disagreement has become formal, or it could escalate to a legal battle, conciliation is often employed. The conciliator acts as an impartial intermediary, helping both parties negotiate a mutually acceptable solution. This process is commonly referred to as ACAS Early Conciliation in the UK, which is designed to prevent disputes from going to an employment tribunal.
Mediation is better suited to relationship matters in the workplace. The mediator sits on the sidelines to facilitate discussion, communication and to assist the parties to find a solution. Since it's voluntary, mediation can help restore trust and maintain working relationships, especially when it comes to interpersonal conflict.
Arbitration is the most formal of the three. An arbitrator listens to both sides and then decides, and his or her decision is generally final. This can be done in cases where negotiations have broken down, and there is a need for a final settlement.
Mediation is the best alternative for AnchorBridge. The conflict is not about misbehaviour, mismatching or breach of contract, but rather about communication. The two workers have worked well together in the past, and there may be a chance to mend their relationship. They may be able to talk through issues with a neutral mediator, better understand each other's viewpoints and come up with better ways to work together.
The use of mediation would also be a sign of AnchorBridge's desire to handle conflict in a constructive manner rather than take disciplinary action. This is more likely to get the collaboration restored, to have better working relationships in the future, and to keep the issue from turning into a formal grievance.
Answer:
Misconduct is a potentially fair reason for dismissal under the Employment Rights Act 1996. But there is not just a "fair reason" but a "fair procedure" that must be followed before an employer can make a dismissal decision.
The ACAS code of practice is a disciplinary and grievance procedure that also states that employers must take a thorough look into concerns, make sure they have evidence and consider reasonable alternatives before taking disciplinary action.
Iman would not be right to terminate either Jim or Tola on the grounds of misconduct at this time, based on the facts of the case study provided. The Dispute between two workers is not intentional misconduct, but rather is an interpersonal conflict. Tola thinks Jim is going over her head during meetings a lot, and Jim thinks Tola underestimates him. The relationship has become strained and is impacting their work, but there is no evidence that either employee is committing gross misconduct or intentionally violating organisational policies.
Iman should first try to understand the situation by talking to both employees to determine the reasons for the conflict and the effect on the team, before taking any disciplinary action. A key requirement of both employment law and the ACAS code is a fair investigation. In dismissing an employee without establishing facts, Anchorbridge may be vulnerable to an unfair dismissal claim.
Zoe’s comments that she would not tolerate such behaviour are not good employment practice. Dismissal should always be considered the last resort, after other reasonable alternatives have been considered.
Better would be an informal discussion to clarify working behaviour and, if needed, to have mediation for the working relationship to be re-established. Formal disciplinary action should only be considered if either the employee subsequently acted seriously or if the employee frequently or persistently failed to achieve standards of performance despite appropriate support and warning.
To conclude, the situation is not justifiable for firing for misconduct. AnchorBridge will likely be able to investigate the dispute, follow a fair process and be compliant with early resolution techniques, and restore effective working relationships in the process of complying with the principles of the unfair dismissal legislation.
Answer:
A Grievance is a complaint from an employee to their employer about a concern relating to their working life, treatment or working environment. Employers have a responsibility to investigate grievances fairly and consistently to maintain positive employment relationships and comply with employment legislation. Nicknames can be appropriate and playful, but they can also be offensive and a breach of dignity or create a hostile or intimidating working environment.
The overall rise in grievances among members of the maintenance team indicates that their concerns are not being adequately resolved at AnchorBridge. Two complaints are focused on the use of nicknames. One of the employees, Davey, is uncomfortable being called Daisy, suggesting that he has a lot of time off work. One other worker says that he is ‘folded’ in a presentation and is referred to as ‘Deckchair’. The grievances further allege that management condoned inappropriate behaviour as team leaders laughed when the appropriate use of the nickname was made.
The examples may be valid grievances, as the nickname seems to be insulting and not friendly. They make it unworkable rather than a positive working environment, they tarnish the reputation of the profession (or other colleagues) and may hurt confidence and wellbeing. If the person has stated that the nickname is unwanted, these comments do not detract from the impact of the behaviour if the person has made it clear that the nickname is unwanted. Organisations have a responsibility to create a culture in which people are treated with dignity, inappropriate behaviour is identified and dealt with quickly, and respectful behaviour is encouraged.
Team leaders’ involvement is especially important. The manager should set a positive example to others at work and question behaviour that may be against respect or inclusion. Allegedly sniggering at the nickname ‘deckchair’ may have helped to reinforce team leaders’ behaviour and deter employees from speaking up. This can diminish employees’ faith in management and raise the risk that they will file formal grievances instead of trying to resolve the issue informally.
There could be legal considerations too. The case study does not state whether the nicknames are related to a protected characteristic within the Equality Act 2010, but if they persist and become offensive or cause humiliation, then the behaviour may be considered bullying or harassment. If an employer fails to take action when an employee repeatedly exhibits unacceptable behaviour, then they risk not only breaching the employees’ wellbeing, but unacceptable behaviour, then they risk not only breaching the employees’ wellbeing, but also absenteeism and legal and reputation issues.
All grievances should therefore be raised by AnchorBridge in an objective manner, with all relevant individuals, on the question of whether the behaviour is in breach of the organisation's dignity at work or conduct policies. If inappropriate behaviour occurs, managers should discuss the incident informally with the individual, liaise with them on training or disciplinary action, depending on the nature of the behaviour.
The use of the nicknames ‘Daisy' and ‘deckchair' can be seen as reasonable grounds for complaint as it seems to compromise employee dignity, to impact positive working relationships and to create an unhealthy working environment. Quick action to respond to such behaviour would be a reflection of AnchorBridge's values of fairness, respect and positive employment relations.
Answer:
Increased grievances are seen in the maintenance team at 15%, which is not something that is to be taken as a regular grievance. Effective grievance handling is crucial as it allows organisations to address issues fairly in the workplace, helps to keep positive employment relationships and reduces legal and operational risks. When the operations manager says, ‘Employees will always find something to complain about,’ he may be encouraging a lack of trust and fostering unnecessary issues on the job site.
To ensure that employees stay engaged and trusting, one of the main reasons is effective management of grievances. Staff are more likely to be loyal to an organisation when they think their concern will be listened to and fairly dealt with. If a grievance is not addressed or is not addressed correctly, then the employees may lose some trust in management, become disengaged, and be less likely to contribute positively to the organisation.
Good grievance management can also help prevent issues from getting out of hand. However, minor disagreements and inappropriate behaviours may be resolved through early intervention before it escalates into a formal dispute, disciplinary issue or claim for an employment tribunal. For AnchorBridge, the issue of nicknames in the workplace could have been dealt with informally by managers had they intervened promptly rather than seemingly enabling the behaviour.
Also, legal requirements are important. Employers should adhere to a fair grievance procedure. Improper investigations of grievances and/or poor treatment of employees can lead to employment tribunal claims and can damage the organisation’s reputation. A clear grievance procedure demonstrates that the organisation is fair, consistent and practices procedural justice.
A positive organisational culture is also achieved by effectively dealing with grievances. When staff know that inappropriate behaviour will be challenged and respectful behaviour is expected, they are more likely to work collaboratively. This promotes inclusion, the well-being of employees and a decrease in the likelihood of bullying, harassment, and conflict in the workplace. As a business, the unresolved grievance may have a negative impact on productivity and organisational performance. When employees feel like they’re not being heard, they might become less motivated, more stressed and more likely to be absent, which will impact team performance. In contrast, addressing issues quickly puts employees back to work and helps to improve collaboration.
The operations manager should promote active listening by managers, objective investigation of grievances, confidentiality when needed, and clear communication of the results to enhance grievance management. Managers should also be trained regularly to ensure that they are confident and comfortable in managing grievances regularly and consistently with organisational policy and employment law.
To conclude, grievances should be seen as a positive and a tool to help to uncover issues in the workplace rather than a bad complaint. With AnchorBridge, it will be easier to restore trust and build relationships with employees, minimise legal risk and foster a positive and productive work environment by addressing employee concerns fairly and promptly.
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