7LD03 Designing learning to improve Performance

Task one

• SECTION 1

AC 1.1 A review of emerging developments to inform approaches to employee voice and engagement.

Current developments in modern society have led to the adoption of employee voice and engagement in organisations. Employee voice can thus be defined as the procedure through which people professionals value and collect feedback from employees concerning various aspects of the organisation (Barreiro and Treglown, 2020). There are various procedures that have been adopted, such as the use of digital surveys, the adoption of focused group discussions, and conducting of interviews. On the contrary, employee engagement is defined as the process through which employees participate in various activities and developments in the organisation. 

Emerging developments to inform employee voice and engagement

Social media is an emerging development that informs employee voice and engagement in various ways (Men et al., 2020). For example, through the adoption of social media, employees are in a position to identify various developments adopted by other organisations to enhance productivity and review these developments to create a contribution to the organisation (Barreiro and Treglown, 2020). People professionals can engage employees in making decisions based on social media evaluations. Additionally, people professionals can use social media to support employees’ voice in the case where employees have created the need for skill development. Then people professionals evaluate the various skills adopted by other organisations through social media platforms to enhance employees’ voice.

Modern technology is also an emerging development that impacts employee voice and engagement in the enhancement of feedback collection and effective communication. Through modern technology, people professionals can create surveys that are aimed at collecting feedback from employees to determine various developments that they need to be implemented and to determine their satisfaction (Bezzina, 2020). After the effective collection of feedback, critical thinking is applied to ensure that the decisions made impact positively on employee well-being. 

AC 1.2 Differentiate between employee involvement and employee participation and how it builds 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. There are various procedures that can be implemented to enhance employee involvement, such as through the use of modern technology platforms such as zoom, Google meetings, and Microsoft teams meeting (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’ contribution 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 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 on organisational development.

Employee involvement and participation builds 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. 

AC 1.3 Assess a range of employee voice tools and approaches to drive employee engagement.

Individual and collective communication channels

Individual and collective communication channels are an employee voice tool which entails one-on-one communication with employees on various aspects of the organisation. Through individual communication channels, employees communicate with line managers on matters affecting their performance (Obiekwe et al., 2019). Through this, employee voice is enhanced as employee needs are met in the organisation as their involvement is enhanced through communication with organisational managers. 

In order to open communication channels in the organisation, people professionals can implement team meetings to enhance the development of employee voice and engagement (Obiekwe et al., 2019). Through team meetings, employees can offer their contribution towards various aspects and feedback on organisational performance. People professionals use this response to identify challenges and implement effective response actions. Additionally, to enhance employees’ voice, the organisation can implement the use of surveys to collect feedback. Surveys are made up of questions developed based on various organisational aspects and thus employees give their responses. This leads to the development of employees’ voice in the organisation. 

Suggestion schemes

Suggestion schemes are employee voice tools that entail the adoption of feedback collection procedures such as surveys which allow employees to give their feedback. The surveys can be formulated in a way that guides in the identification of a specific aspect, and this enhances effective employee engagement. The main benefit of adopting this tool is that it enhances the effective collection of feedback as employees get the opportunity to express their feelings and offer recommendations based on the surveys. However, this employee voice tool limits employee involvement as data is collected through surveys and analysed by professionals who make decisions based on employee feedback. 

Engagement interviews

Engagement interviews are an employee voice approach that can be adopted by people professionals in an organisation to drive employee engagement. To improve employee voice and engagement, people professionals can conduct interviews and focused group discussions among employees to collect their feedback and views on various organisational developments (Obiekwe et al., 2019). This approach has a major benefit as it enhances effective interaction between employees and organisational managers and promotes the development of effective communication in the organisation. However, this approach has its challenges as employees may not be exclusive with their contribution, especially in the case that they feel their recommendations may impact the organisation’s culture, and this affects effective employee engagement. 

AC 1.4 Critically evaluates the interrelationships between employee voice and organisational performance.

Employee voice interrelates with organisational performance through the adoption of employee development programmes. This happens due to the feedback collected from employees regarding their needs for skills enhancement (Wilkinson et al., 2020). People professionals can collect this information through the use of surveys or focused group discussions. Once identification of the skills gap is determined, people professionals implement training and development programmes aimed at enhancing employees’ skills. 

Additionally, employee voice interrelates with organisational performance through the development of a positive organisational culture. Through effective communication, employees interrelate with organisational managers and are involved in various decision-making processes (Galanti et al., 2021). This creates an impact on the development of a positive organisational culture, and this impacts positively on performance as it attracts customers. Moreover, through a positive organisational culture, employees are motivated to perform their duties effectively, and this enhances the attainment of the main strategic objectives of the organisation. 

However, the inter-relationship between employee voice and organisational performance can create a challenge as employees have differing opinions and this might cause conflicts in the organisations. Some of the policies implemented to handle various issues raised through employee voice such as provision of equal rewards to all employees might affect organisational productivity as some of the employees do not attain their targets (Galanti et al., 2021). This creates a conflict between employees and people professionals and might lead to the development of legal tribunals which affects an organisations public image. In conclusion, employee voice impacts positively on organisational performance as it enhances the development of employee wellbeing which promotes motivation. Once employees in the organisation are motivated, they work effectively to attain the organisation’s main objectives and thus increase productivity.

AC 1.5 Explain the concept of better working lives and how this can be designed.

Better working lives is an essential aspect of organisations, and it refers to the aspect of people professionals ensuring that employees work in good working conditions to enhance the development of better working lives. Better working lives can be designed through the adoption of employee involvement in decision-making in the organisation (García et al., 2018). People professionals can enhance this by implanting policies that are aimed at the adoption of employee involvement. For example, people professionals can adopt the collection of feedback strategies through the use of surveys and interviews. Additionally, better working lives can be designed through the adoption of remote working for employees in the organisation. This can be implemented through the adoption of modern technology to facilitate the effective performance of duties. For example, the emergence of Covid 19 affected the effective performance of duties in organisations as employees could not work from the offices. The adoption of remote working in this case promotes better working lives as employees’ health is prioritised and thus can perform their duties effectively. Moreover, people professionals in an organisation can enhance better working lives through the adoption of effective payment scales. 

• SECTION 2

AC 3.1 Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues.

Unfair dismissal can be defined as the process through which an organisation releases an employee from the organisation without the effective evaluation of the desired procedures. According to the Employment Rights Act 1996, the policy states that an employee can be dismissed from an organisation due to lack of capacity (Cooper et al., 2021). Capacity can be defined as the skills that an employee possesses that help them to perform duties effectively. Gross lack of capacity means that the employee does not possess any skills that are required in the organisation and does not work towards attaining those skills. People professionals effectively evaluate employees’ skills in comparison with the desired organisational skills before implementing dismissal. In order to ensure that dismissal is fair, the organisation has the role of enhancing employees’ skills to meet the needs of the organisation through adopting training programmes. Additionally, an organisation can process employee dismissal due to misconduct issues of an employee. This is in reference to the Employment Rights Act 1996, which states the desired behaviours of employees in an organisation (Cooper et al., 2021). For example, in the case where an employee develops physical harassment and affects the well-being of others, this can be defined as gross misconduct. Ordinary misconduct is the case where an employee does not fully abide by the organisations rules such as lateness to work or does not present their reports on time.  The Legislation defines that the effective procedures should be implemented to process dismissal for the employee. The procedure for employee dismissal entails effective evaluation of the issue to understand the situation. This is done by people professionals and then informs the employee of the actions through writing (Cooper et al., 2021). The next step entails conducting a disciplinary hearing with the employee and this happens to help resolve the problem. In the case where the issue is not resolved, the employee is informed of the decision made through writing and the organisation should offer an opportunity for appeal and once the employee is satisfied with the decision they are dismissed from the organisation.

Process of ensuring that dismissal is fair

According to ACAS employee dismissal based on capability issue should follow a specific criterion which entails informing the employee on the dismissal within a period of two weeks (Cooper et al., 2021). Effective investigation is thus conducted to determine if the dismissal is fair and evaluate the possible development aspects that could be implemented. For example, in the case where an employee does not perform duties effectively, the organisation should conduct training to enhance the individual skills and give them a room for improvement. According to the employment legislations, if the employee does not show any improvement then they are called for hearing and given a chance to appeal their case. Once the issue has been agreed by both parties, the dismissal can be conducted as it will be considered to be fair. 

AC 3.2 Analyse key causes of employee grievances.

Employee grievances are the complaints that are raised by employees in an organisation to their employers, and they are caused by various aspects such as lack of fairness and toxic work environment. Fairness is an essential virtue that promotes the development of employee well-being in an organisation. Lack of fairness thus creates employee grievance, which negatively impacts on organisational development (Barreiro et al., 2020). For example, there are various aspects in an organisation, such as promotions and rewards, that employees desire and thus lack of fairness in the implementation of these aspects causes employee grievance. 

Toxic work environment

Toxic working environments can also be a key cause of employee grievance in an organisation. Toxic working environment is caused by various aspects, such as unsafe working conditions and lack of flexibility. This causes lack of well-being among employees and leads to the development of grievances (Rasool et al., 2021). To deal with this, people management professionals can adopt the use of modern technology to facilitate remote working. Employees are thus flexible and can perform various duties remotely, thus contributing to the development of well-being. Moreover, creating safety is an essential aspect that people professionals should enhance, which is done through the acquisition of effective resources and training employees on using those resources. 

Tough organisational policies

Organisational policies are the rules set by people professionals which guide in the performance of duties. Tough organisational policies may include unachievable targets set for employees and this can become a great cause of employee grievance (Zafar et al., 2022). Tough policies impact negatively on employee wellbeing as employees find it challenging to attain their individual targets leading to an increased rate in turnover. To prevent this, people professionals in the organisation can adopt employee involvement in decision making and this allows employees to effectively communicate their concerns and thus reduce the negative impacts.

AC 3.3 Explain the skills required for effective grievance and discipline-handling procedures.

Effective listening and management skills are effective for grievance handling  and discipline procedures in an organisation. As a professional, it is essential to listen attentively to employees’ concerns on various aspects before making a decision (Khalid and Nawab, 2018). This enhances the effective evaluation of the issue and determines effective response actions. For example, in the case where employee grievance entails lack of essential skills to perform duties, as a professional, one should evaluate the skills gap and identify various adoptions that would enhance employee skills; for example, an organisation could adopt employee training on the use of modern technology to enhance employee flexibility, and this helps deal with grievances.  

AC 3.4 Advise on the importance of handling grievances effectively.

Handling grievances effectively leads to the development of a positive organisational culture. This positively impacts organisational development and productivity as employees are satisfied with how grievances are handled. Additionally, through the development of a positive organisational culture, the organisation attracts talent, and this keeps the organisation’s competitiveness (Monish, 2022). Moreover, handling grievances effectively is important as it promotes the development of employee well-being. Through this, organisational productivity increases and employees perform their duties effectively and enhances organisational growth. 

Handling grievances effectively affects employees positively as it leads to the development of trust and wellbeing in the organisation. Additionally this leads to creating a positive impact to the organisation through the development of a positive organisational reputation (Monish, 2022). This leads to a positive public organisational image and thus attracts customers leading to increased sales thus organisational development. However, in the case where grievances are not handled effectively in the organisation, employees might result in taking legal actions against the organisation through industrial actions. This entails adopting strikes, or through the use of legal representatives to present their concerns to organisational management such as trade unions. These actions create a negative impact to the organisation’s reputation which might lead to loss of talents and potential customers. This impacts on the organisation through various ways such as cost as the legal tribunals are costly. For example, in the case where employees conduct strikes, organisational property could be destroyed which impacts the organisation’s finances as it creates an additional cost. Lawyers and organisational representatives in court of law also add additional costs to the organisation and this creates a negative impact.

Task Two

AC 2.1 Distinguish between organisational conflict and misbehaviour and between informal and formal conflict.

Organisational conflict can be described as the lack of agreement between employees and organisational managers, and various aspects in the organisation cause this. For example, lack of fairness in the allocation of rewards can be a major cause of conflicts between employees and organisational managers (Barreiro et al., 2020). This happens because employees feel they are not valued in the organisation, which negatively impacts their well-being and leads to conflicts. However, misbehaviour is the intentional act of employees performing actions that are against the organisation’s policies and set of rules. For example, failure to perform duties by employees can be defined as misbehaviour, and this affects organisations productivity. 

Formal conflicts can be defined as disagreements that occur between employees and organisational managers and creates the need for a resolution procedure to be implemented, and this might involve a third party. For example, employees in an organisation might have a disagreement due to the poor wages in the organisation. This creates the need to involve a third party, such as trade unions, to help find an effective solution to the problem. However, informal conflict can be defined as a disagreement between employees and organisational managers, which does not need the involvement of a third party to create a solution. The two parties sit down together and discuss the conflict and create an agreement that resolves the conflict. 

AC 2.2 Distinguish between official and unofficial employee action.

An official employee action can be defined as a procedure that has been taken by employees to protest against a given organisational aspect, and it has been approved by a trade union. For example, trade unions might approve for employees to protest against lack of employee well-being in the organisation (Pak et al., 2019). For an action to be stated as official, balloting requirements and procedures have to be implemented. This entails all employees casting a vote to determine if they support the strike or not. All votes are then counted and a decision made based on the votes. The procedures are conducted with reference to the Employment Rights Act 1996 Legislation which focuses on the enhancement of employees rights in an organisation.  

Unofficial employee action can be defined as protests that have not been approved by any authoritative organisation, such as trade unions. Employees participate in these demonstrations to create a rivalry against a given aspect of an organisation. For example, employees might protest with the demand for a salary increase which might be against the policies of the organisation. As a result of this, employees might face various consequences, such as dismissal. In the case where employees participate in an unofficial protest, the organisational management has the right to dismiss the employees as this is affecting the organisational image. To resolve an unofficial action, people professionals in an organisation can create a discussion with the employees and come up with a solution that creates well-being among all members. 

AC 2.3 Assess emerging trends in the types of conflict and industrial sanctions.

Movement to shorter strikes 

Movement to shorter strikes is an emerging trend in industrial sanctions whereby employees organise short strikes to communicate their conflicts to organisational management. For instance this has happened at ABC international strikes whereby in the last ten months, employees have not conducted long strikes compared to the previous actions (Rhomberg and Lopez, 2021). The data provided below indicated the rates at which employees conducted strikes in the organisation.

Strikes	Duration
January	2 weeks
April	4 days
October	1 day

 

Professional representation on industrial sanctions

Professional representation on industrial sanction is an emerging trend whereby employees have formed collisions and selected officials. These officials act as representatives in the case where employees want to conduct strikes (Albu, 2021). They communicate with organisational managers and pass the employees needs and create an opportunity for discussion. Through this, employees do not have to strike for their demand to be met as the representatives resolve the issues on their behalf. This enhances the development of professionalism and contributes to the enhancement of a positive organisational image.

AC 2.4 Distinguish between third-party conciliation, mediation, and arbitration.

Third-party conciliator

Third-party conciliation involves two conflicting parties involving a third party to help them reach a solution for their conflict. A third party conciliator plays a significant role as they keenly listen to both parties and guide them without making a decision and help them reach a resolution that best fits the needs of both parties (Zamroni, 2021). 

 

Third-party conciliation involves two conflicting parties involving a third party who can be defined as a mediator to help them reach a solution for their conflict. A mediator plays a significant role as they keenly listen to both parties and guide them without making a decision and help them reach a resolution that best fits the needs of both parties (Zamroni, 2021). Conciliation can be categorised as either official or unofficial. Official conciliation entails the two conflicting parties meeting together with the conciliator, where they communicate and discuss the issue and come up with a solution. However, unofficial conciliation involves the use of various platforms to facilitate communication between the parties, such as zoom meetings or email, and thus the parties do not have to meet physically. 

Mediation 

Mediation is a conflict resolution process that involves two conflicting parties creating an agreement on a third party to help them resolve their conflict. The mediator listens to the two sides of the conflict and guides them in making a decision by giving them possible suggestions (Zamroni, 2021). The two conflicting parties evaluate the options and settle for the most effective solution.

Arbitration

Arbitration is a conflict resolution procedure that involves two conflicting parties agreeing on a neutral third party to resolve a conflict. Unlike mediation, an arbitrator listens and evaluates evidence presented by the conflicting parties before making a decision. The conflicting parties have to abide by the made decision, and this might create a lack of satisfaction for the conflicting parties. In the case where any of the parties is not satisfied, they might request for a different arbitrator to help them in resolving their conflict.

AC 4.1 Explain the main provisions of collective employment law.

Collective employment law can be defined as a set of rules or agreements that have been established and which entails written agreements between trade unions, employees, and employers focusing on specific aspects. These laws ensure that there is a maintained democratic work environment where employees are given equal opportunities. For example, organisations offer rewards and promotions as motivation for employees in the organisation. To ensure that these provisions are fair, employers evaluate the relevant collective employment laws to ensure that the adopted procedures enhance fairness among employees. 

Statutory recognition can be defined as the process through which trade unions after voluntary recognition from an employer fail and thus apply to the Central Arbitration Committee for recognition from the employer. Statutory recognition process allows employees and trade unions to bargain for various aspects such as standard pay, holidays or benefits from an organisation. Statutory recognition falls under the Employment Rights Act 1996 that focuses on ensuring that employees receive maximum benefits and work under the expected conditions such as working for 48 hours a week (Freedland, 2020). In the case whereby an organisation has employees working under conditions that are against the Legislations, employees and trade unions can use statutory recognition to question and raise claims against the organisation. 

Balloting process entails employees in an organisation secretly casting their votes towards various organisational aspects with the aim of enhancing decision making. The ballots are later evaluated by people professionals in the organisation and use the employee’s feedback to make a decision. Maintenance of a democratic work environment is also an aspect that collective employment law focuses on (Freedland, 2020). For example, in an organisation, people professionals make decisions impacting the development of the organisation. According to the law, it creates a focus on the adoption of employee involvement in decision-making. This promotes democracy and leads to the enhancement of employee well-being which contributes to organisational  development. 

AC 4.2 Compare the types of employee bodies, union and non-union forms of employee representation.

Employee bodies

Employee bodies are employee representations that involve professionals representing employees’ needs to their employers. For an employee to be effectively represented by an employee body, they have to be a member of the body, which is attained through paying annual contributions. Employee bodies may be formed within the organisation or outside the organisation, and this guides in the development and maintenance of employee well-being in the organisation. Employers have to collaborate with employee bodies to promote effective organisational development as employee body help reduce the cases of legal actions being taken against the organisation, thus preserving the organisation’s reputation. 

Union representation

Union representation entails a representation by a formal organisation that focuses on dealing with various conflicts in organisations. An employee can either be a member of the organisation or not but can request for a representation (Johnston et al., 2018). Many union representations are formed within the organisations whereby employees select a team of officials who are allocated the duty of representing employees in various aspects. This enhances the development of a peaceful working environment and enhances productivity.

Non-union representation

Non-union representation entails the use of legal organisations that have specialised in the representation of employees in various conflicts (Zhang et al., 2021). This group differs from trade unions as an employee does not have to be a member for them to be represented. This creates professionalism as an employee has to pay the non-union organisation for them to represent their concerns. These types of non-union bodies have gained experience over time and thus have diverse skills that enhance the effective resolution of conflicts.

AC 4.3 Evaluate the purpose of collective bargaining and how it works.

Collective bargaining can be defined as the process through which employees, with the help of trade unions, seek to attain clarification on various aspects of the organisation, such as salaries, benefits, and working terms. These aspects are essential in an employee’s life, as determining the specific payment procedure adopted by an organisation is important (Rasheed et al., 2021). For example, some organisations adopt permanent contracts, which means that employees are entitled to a specific salary payment annually. Other organisations adopt contractor contracts whereby employees are paid for the work they have done. Collaborating with trade unions thus helps employees attain their maximum benefits as trade unions evaluate and ensure that employers have adopted a payment scale that follows the rules and regulations set by the government regarding salary scales.

Additionally, through collective bargaining, employees get to understand the various benefits that they should be getting from the organisation. For example, employers are entitled to provide employee development in the organisation (Khalid and Nawab, 2018). This creates the need for people professionals to evaluate employees’ skills and determine the desired development. After this, the effective implementation of a training and development programme was adopted to enhance employees’ skills, and this contributed to the development of employee well-being and increased productivity. 

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