employment relations assignment

  • The Open University
  • Guest user / Sign out
  • Study with The Open University

My OpenLearn Profile

Personalise your OpenLearn profile, save your favourite content and get recognition for your learning

About this free course

Become an ou student, download this course, share this free course.

Employment relations and employee engagement

Start this free course now. Just create an account and sign in. Enrol and complete the course for a free statement of participation or digital badge if available.


Faculty Resources


icon of a pencil cup

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.


The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

  • Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
  • Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

Footer Logo Lumen Waymaker

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

  • We're Hiring!
  • Help Center

paper cover thumbnail

Assignment for employee relations

Profile image of Corette L. Paul

Related Papers

Employee Relations

adrian wilkinson

employment relations assignment

Dave Eva , Tony Dundon

Dicky Lawrence

Tony Dundon

International employment relations review

Paul Gollan

Raul Eamets , Krista Jaakson

Purpose – The purpose of this paper is to discover how non-unionised representatives (NERs) are created and what their role is in comparison to unionised representation. The authors aim to analyse why the institution of non-unionised employee representation is created if its functions overlap with those of the unions, including the functions of collective bargaining and information-consultation. Design/methodology/approach – The case study involves interviews with representatives and executive directors, as well as a survey of the employees of two companies. Findings – The results show that when there is a weak union, the employers initiate an NER in order to involve the whole workforce in the collective agreement. The NER is elected by employees even though it was initiated by the employer. The roles of the two representatives do not differ much, the main function for both being collective bargaining with some provision for information and consultation. Originality/value – The unique situation in Estonia, which is about to change with adoption of EU directive 14/2002/EC, enables the analysis of cases involving two different representative institutions with the same functions in the same company. This provides valuable input for researchers describing in practice the behaviour of representatives and employers in this situation. It also provides East-European policy makers some idea about how policies that address collective bargaining and the involvement of workers should be designed.

Krista Jaakson , Epp Kallaste

The International Journal of Human …

Mick Marchington , Tony Dundon


The International Journal of Human Resource Management

Mahinda De Silva

Journal of Industrial Relations

International Journal of Business and Management

Jaja, Seth Accra

Industrial Relations Journal

Alan Tuckman

Nicolas Bacon

Aristea Koukiadaki

Routledge Research in Employment Relations

  •   We're Hiring!
  •   Help Center
  • Find new research papers in:
  • Health Sciences
  • Earth Sciences
  • Cognitive Science
  • Mathematics
  • Computer Science
  • Academia ©2024

CIPD Assignment Help

  • Tutoring Coming Soon

5HR01 Assignment Example

  • December 18, 2021
  • Posted by: Harry King
  • Category: CIPD Level 5

5HR01 Assignment Example

You are the HR manager for Makite Solutions, a small-medium sized logistics company which distributes products nationally. Makite provide high-performance logistics and supply chain management to customers. Starting by delivering in their local area, they have experienced explosive growth over the last 3 years, becoming one of the leading lights in their sector. Makite is a unionised workplace.

This growth, however, has caused problems for Makite Solutions. Employee relations have become difficult between Makite and their staff and conflict is starting to become commonplace. Employees have mentioned “differences in personality styles”, “lack of respect” and “lack of support”. There is currently industrial unrest within the organisation, with instances of go slow tactics and talks of strikes.

As the HR manager, you have been tasked to create a policy document or factual summary of key legal aspects and their implications, for Makite’s intranet library. You will also generate an advisory briefing note to senior managers facing industrial unrest in the organisation.

Preparation for the Tasks:

  • Refer to the indicative content in the unit to guide and support your evidence.
  • Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.
  • Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

  • Reflecting on your own experiences of learning opportunities and training and continuing professional development.
  • Reading the CIPD Insight, Fact Sheets and related online material on these topics.
  • You should relate academic concepts, theories, and professional practice to the assessment task(s), in a critical and informed way, and with reference to key texts, articles and other publications.

Don’t forget to:

  • Complete the front cover sheet, sign with a “wet signature” and place at the front of your assessment.
  • Use the bullet points below each task as headings and sub-headings so your marker can see where your answer begins.

Task One – Policy Document

You are required to produce a policy document containing key legal aspects and their implications. This should be designed to sit on the company’s intranet and should be formal in style.

The policy document can be broken down into two sections:

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

Differentiate between employee involvement and employee participation and how it builds relationships (AC 1.2)

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

Critically evaluate the interrelationships between employee voice and organisational performance. (AC 1.4)

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

  • Explain the principles of legislation relating to unfair dismissal in respect of capability and misconduct issues . (AC 3.1)
  • Analyse key causes of employee grievances (AC 3.2)
  • Explain the skills required for effective grievance and discipline-handling procedures. (AC 3.3)
  • Advise on the importance of handling grievances effectively. (AC 3.4)

Task Two – Advisory Briefing Note

This task requires you to produce an advisory briefing note to senior managers facing industrial unrest in the organisation.

The advisory note should contain:

  • Distinguish between organisational conflict and misbehaviour, and between informal and formal conflict. (AC 2.1)
  • Distinguish between official and unofficial employee action. (AC 2.2)
  • Assess emerging trends in the types of conflict and industrial sanctions. (AC.2.3)
  • Distinguish between third-party conciliation, mediation and arbitration. (AC.2.4)
  • Explain the main provisions of collective employment law. (AC 4.1)
  • Compare the types of employee bodies, union and non-union forms of employee representation (AC 4.2)
  • Evaluate the purpose of collective bargaining and how it works. (AC 4.3)

a) A review of emerging developments to inform approaches to employee voice and engagement (AC 1.1)

In today’s business world, giving employees more say over how they carry out their responsibilities and soliciting their views during decision-making has enormous benefits for both employees and employers. Employee involvement research focuses on employee choice in completing job operations and making workplace decisions through various workplace innovations such as teams and quality circles (Rasheed et al., 2017). Employee voice accelerators of employee engagement. Employee engagement, retention, innovation, and effectiveness can help boost workplace productivity (Rasheed et al., 2017). There is a wealth of information that draws parallels between productivity and employee engagement. Gallup reported that individuals in the top quartile of employee engagement were 18% more productive than those in the lowest quartile in a sample of over 23,000 business units (Nechanska et al., 2020).

Voice further helps to strengthen the organisation’s resilience. In this respect, engaged individuals with an effective voice are more likely to lend support to a company during times of change, whether caused by internal or external forces (Nechanska et al., 2020). Employees who are disengaged and do not have access to an appropriate system for objective dialogue are more likely to exacerbate these pressures by looking for alternative ways to vent their concerns (Rasheed et al., 2017). In normal operations, employee voice can provide a crucial early warning system for concerns such as technological breakdowns or consumer and supplier behavioural changes.

b) Differentiate between employee involvement and employee participation and how it builds relationships (AC 1.2)

Employee participation refers to employees having a part to collectively play in company operations to attain a shared goal (Bai et al., 2019). A computer security firm, for example, might assemble a group of workers and task the group with building doomsday security scenarios. Every employee is encouraged to contribute by coming up with suggestions based on real-life occurrences that could jeopardise computer security. The team provides a platform for employees to offer suggestions for completing the work. Employee morale is boosted, and a more inclusive workplace is established when the company’s leadership fosters the ideal climate in which participation is collaborative, team-oriented, and also exploits of each individual’s particular skill set (Wang et al., 2018).

Employee involvement encompasses opportunities offered to employees to participate in the decision-making process at work; it refers to the direct relationship between management and staff that allows staff members to take ownership of the project’s outcome (Jiang and Luo, 2018). Employee involvement activities can further encompass facilitating opportunities for employee training, various motivational approaches to bolster employee performance, and creating a corporate structure conducive to freethinking and autonomous decision-making.

Employee participation differs from employee involvement in that participation relates to the actual business tasks that workers execute. In contrast, involvement refers to the level of influence that staff members have in decision-making over which corporate activities they undertake. Employee participation encourages a collaborative approach in which a team of employees completes a project by combining their varied skill sets to reach a shared goal. On the other hand, employee involvement comprises a direct line of communication between management and staff to facilitate better communication and ownership of how workplace decisions are made. Both methods can improve the commitment to achieving a common objective.

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

Organisations may use employee voice tools such as surveys and collective bargaining. Employee perceptions are measured in an employee culture survey used to assess if they fit with the organisation’s or departments’ (Holbeche, 2018). Employee engagement surveys assess employees’ dedication, motivation, a feeling of purpose, and enthusiasm for their jobs and employers (Saks, 2019). Thus, surveys grant employees a say in the organisation’s strategies and goals. Collective bargaining empowers employees to safeguard their employment interests by seeking unions and authorised representatives to negotiate with employers regarding employment terms (Jiang and Luo, 2018).

Organisations may further employment approaches to drive employee engagement, such as reward and organisational culture. When a firm adopts a total rewards plan, it can offer its staff bonuses, wage raises, extra vacation or paid sick leave, and improved perks throughout their career (Holbeche, 2018). Such an approach yields employee engagement by offering a series of long-term projections and goals to an employee for which they may earn rewards. Corporate culture encompasses a wide range of organisational practices. For instance, employees are also drawn to settings where management is approachable, communication is open, firm executives exemplify accessibility and approachability, and the corporate direction is clear, yielding increased engagement.

d) Critically evaluate the interrelationships between employee voice and organisational performance. (AC 1.4)

Effective employee voice mechanisms guard defend against a slew of issues arising from the psychological pressures in an organisational setting. Employee voice bolsters organisational agility. If businesses adjust swiftly to changing market conditions, they must create an environment where people feel free to speak up (Bai et al., 2019). Managers frequently lose sight of how front-line services are provided to clients. It can be challenging to transform the organisation unless individuals can be frank about the reality of how it runs daily, as sustainable change begins with transparency and honesty. HR can create incentive schemes that effectively orient employees toward accomplishing organisational goals if individuals can speak up regarding what they find essential vis-à-vis what is attainable (Duan et al., 2017). Organisations that cannot swiftly construct a picture of how they need to adapt–and then take proactive action–are likely to lag as the business landscape evolves.

Employee voice helps to prevent the loss of knowledge and skills. Many employee voice mechanisms are closely linked with employee retention; when staff members feel able to speak up and have avenues to do so, grievances are addressed at the source before harming well-being, job satisfaction, and the psychological contract (Jiang and Luo, 2018). In an environment where tacit information is a crucial component of competitive edge, high retention is critical for all businesses. As it is costly to replace knowledge and competencies, it is critical to engage and nurture existing employees (Bai et al., 2019).

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

A better working life refers to a healthy balance between an individual’s professional and personal life. A growing number of businesses are counting on their staff to live more balanced lives, as balanced workers are more productive and driven. Suppose a firm purposefully or unconsciously undermines an employee’s private life by forcing them to work excessive overtime or under excessive pressure. In that case, it will inevitably lead to discontent and stress, leading to health issues, poor performance, and alienation from the employer (Jiang and Luo, 2018). Employee dissatisfaction demonstrates how distant the company is from attaining a work-life balance. However, the working environment is steadily evolving as more businesses embrace the concept and actively promote it (Jiang and Luo, 2018).

The employer should lead by having a positive attitude towards a healthy work-life balance. Employers must see themselves as a reliable ally who promotes a healthy lifestyle rather than as the supreme authority in the lives of their employees. Employers can encourage a healthy work-life balance by providing workplace amenities that advance employee welfare, such as gyms and daycare facilities (Bai et al., 2019). Management aims to balance a fulfilling personal life and a healthy level of working strictness. However, employees who work for companies that operate on a highly “loose” basis may take advantage of the employer’s benevolence, yielding negligence and indiscipline (Jiang and Luo, 2018).

Section 2        

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

The Employment Rights Act 1996, as revised by many provisions, is the principal source of UK law regarding unfair dismissal. Unfair dismissal law is based on the principle that employees have a right to fair treatment. The employee must show that they were dismissed before filing a claim; the employer must prove that the dismissal was fair and was for a specified reason and handled appropriately, to effectively defend the claim (Jiang and Luo, 2018). Managers must first ascertain the facts before taking action. Before contemplating dismissal, they should assess whether a more constructive strategy that does not include dismissal is more likely to be beneficial (Wang et al., 2018). Where an employee’s conduct is in question, the threshold of proof that the employee perpetrated an offence is not as stringent as it is in criminal court (Holbeche, 2018). The employer, however, must show that it conducted a comprehensive inquiry into the claimed misconduct. The employer must demonstrate that the investigation yielded a reasonable belief that the employee committed the offence in question and that the decision to terminate them was justifiable (Jiang and Luo, 2018). When an employee’s capability is a concern, things may traverse their control. Suppose concerns are the consequence of poor leadership, management, or work systems. In that case, the employer should implement suitable solutions (often incorporating learning and development) to help the individual improve their performance (Wang et al., 2018).

b) Analyse key causes of employee grievances (AC 3.2)

An employee grievance refers to a complaint made by one or more employees about salaries and allowances, working conditions, and the implementation of service terms, including overtime, leave, transfer, promotion, tenure, job responsibilities, and service termination (Wang et al., 2018). Therefore, an employee grievance encompasses any dissatisfaction or feeling of injustice related to one’s employment situation brought to management’s attention. Broadly, an employee grievance is any form of staff discontent that harms organisational relations and performance (Jiang and Luo, 2018). Employee grievances may arise from a variety of reasons:

  • Salaries and wages

The most profound source of employee dissatisfaction is inadequate compensation. Furthermore, pay and wage-related issues such as regular salary delays, unfair deductions, insufficient raises and overtime pay, failure to revise salaries over time lead to employee grievances and dissatisfaction (Holbeche, 2018).

  • Workplace environment

Employees have the right to operate in a secure and comfortable environment. Here, factors such as insufficient lighting, improper ventilation, inadequate sanitary facilities, the use of malfunctioning tools and machines, and a lack of washrooms and drinking water facilities may cause employees to clash with management.

  • Unfair workplace practices

Employees are subjected to excessive stress and dissatisfaction due to activities such as unfair promotion policies, coerced transfers, a lack of proper training, and unsuitable job designs (Shuck et al., 2017). These practices further increase absenteeism and staff turnover.

  • Disciplinary actions

Due to frequent absenteeism, conflicts of interest, impulsive behaviour, or a lack of punctuality. Management may be forced to demote or suspend an individual for a period, bringing the individual shame and embarrassment (Holbeche, 2018). The employee may believe the punishment to be unjust; such misunderstandings must be addressed and corrected as soon as possible.

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

Managers must conduct grievance meetings and disciplinary hearings effectively by planning, familiarising themselves with applicable policy, and having faith in their skills:

  • Proactiveness

Some problems can be avoided before they spiral out of control and necessitate intervention. It is advisable to be direct with employees when dealing with a grievance or disciplinary matter (Bai et al., 2019). Thus, a manager should not be hesitant to be forthright about what an employee is expected to do. Managers must communicate with their employees and teams frequently. People are significantly more likely to turn to a manager to discuss a problem if they perceive them as approachable.

  • Focus on facts

Managers must take charge whenever grievance or a disciplinary matter proceeds to a formal level by equipping themselves with the facts. They must concentrate on the features of the employee’s behaviour that are potentially inappropriate and whether they have broken any specific policies (Shuck et al., 2017). If attendance is a problem, an accurate account of the employee’s timekeeping should be kept. If they have already been told about it through frequent feedback, they have already been allowed to improve. Therefore disciplinary action should not be unexpected. An investigator must show that he or she can design a strategy that focuses on elements such as timeframe and appropriate evidence sources.

  • Soft skills

A majority of the skills required for engaging people are soft skills, particularly when discussing potentially sensitive topics. Roleplaying and planning can help a manager to practice and improve their active listening and questioning skills. During grievance and discipline discussions, different questioning tactics must be employed, such as open questions to stimulate dialogue, probing questions to obtain the necessary information, and closed questions to verify facts (Bai et al., 2019). Active listening demonstrates the prioritisation of the employee’s perspective and point of view while also strengthening working relationships; it may include nonverbal cues such as body language and voice tone (Jiang and Luo, 2018). The manager must allow the employee in question to have a say without addressing them in an adversarial manner.

d) Advise on the importance of handling grievances effectively. (AC 3.4)

Employees are advised to follow a relevant mechanism to escalate their grievance after an issue has been identified formally. A grievance procedure is intended to provide employees and employers with an impartial and transparent framework for raising and reviewing critical issues and complaints (Jiang and Luo, 2018). Employees have an avenue to voice concerns about a safe working environment without fear of negative ramifications if they use a formal grievance procedure. Knowing that any issues will be taken seriously and dealt with appropriately may boost employee morale and productivity (Bai et al., 2019). Employees are also protected against management’s arbitrary decisions if a comprehensive process is followed (Jiang and Luo, 2018). A systematic grievance process assists businesses in identifying any inappropriate or unlawful gaps in their current grievance handling procedures while also working per employee contracts and assisting in the enforcement of corporate contracts (Bai et al., 2019). By preventing the unfavourable publicity associated with a mishandled grievance, having an agreed-upon and approved process also helps safeguard the brand or company image.

▪ Distinguish between organisational conflict and misbehaviour and between informal and formal conflict. (AC 2.1)

Any planned activity by members of the organisation that breaches essential organisational or social norms is referred to as organisational misbehaviour (Bai et al., 2019). In this case, there is enough proof of the organisation disrupting processes, harassing others, theft, misappropriation or damage of corporate property, defrauding the government, and deceiving customers. The fundamental thread in defining misbehaviour lies in the intention behind the misbehaviour.  This viewpoint results in the classification of misbehaviour as either type S (misbehaviour meant to benefit self, such as theft), type O (misbehaviour meant to benefit the organisation such as defrauding the government), or type D (misbehaviour meant to inflict damage such as damage to company property or systems) (Jiang and Luo, 2018). Thus, management must be proactive in detecting misbehaviour at the workplace, taking relevant action to address it at the source.

Conflict differs from misbehaviour in that it is a natural occurrence in all workplaces, associations, and groups where people from various backgrounds interact. Conflict occurs more frequently when unmet expectations or when the persons involved are obligated to work together for an extended period to achieve personal or business goals (Patton, 2020). Differences in thought, personality, or perspectives at work frequently lead to tensions, which harm workplace productivity. Workplace conflict refers to any problems that arise in the workplace or among employees, and it can also refer to conflicts that occur outside of regular working hours (Nash and Hann, 2020). Interpersonal conflict, which can arise from personality clashes and obstacles in working with one another, is now included in modern definitions of workplace conflict, in addition to traditional disagreements (Asante, 2020). Workplace complaints, such as opposition to established procedures and managerial decisions, can also lead to conflict between employees and their employer or between employees and the employer’s representatives, according to modern definitions of workplace conflict. Formal conflict entails clashes between an organisation and the staff regarding organisational policies and procedures, while informal conflict entails interpersonal clashes in the organisational context.

▪ Distinguish between official and unofficial employee action. (AC 2.2)

The current trends in labour relations indicate that unionisation is on the rise. Many employees join trade unions willingly to safeguard and advance their employment interests. in the event of an unresolved issue between employers and employees; trade unions intervene to pursue a solution; if they fail, industrial action ensues. Industrial action is considered official if endorsed by a trade union and involves union members (Jiang and Luo, 2018). Because industrial actions violate employment terms, the proper legal procedure must be implemented to defend the action against illegal employment actions such as dismissals and non-payment of wages and benefits (Jiang and Luo, 2018). Without the support of their labour unions, some employees may call for industrial action such as a go-slow. Such activities are considered unofficial, they are frequently unprotected, and these employees risk being terminated.

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

The contemporary business landscape has seen significant evolution around conflicts and industrial sanctions. In contrast to ancient times, trade unions have friendly relationships with employers (Nash and Hann, 2020). Similarly, the focus in employment relations has shifted from just paying salaries on time and enduring difficult performance reviews to nurturing employees (Nash and Hann, 2020). Organised expressions of dispute articulated through a trade union or other employee representation amount to a formal industrial conflict. Its most common form is the organised strike, which comprises a temporary suspension of work to avoid punishment and achieve changes in wages or working conditions by utilising the collective strength of employees (Jiang and Luo, 2018). Strikes can be bolstered by other forms of official action, such as go-slows and work-to-rule agreements. Strikes are considered official if they are authorised by the trade union leadership and are executed per the law and procedural collective bargaining arrangements (Nash and Hann, 2020). The informal industrial conflict is purely expressive, as it is not based on any structured organisations and arises from a sense of grievance (Nash and Hann, 2020).

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

Conflicting parties seek the assistance of an objective and neutral third party during mediation, which promotes dialogue about possible solutions. As a result, mediation produces a solution that is acceptable to all parties. Mediation is usually faster, less expensive, and less stressful than litigation (Nash and Hann, 2020). The mediator instructs the disputing parties what to do, offers advice on problems, and asks questions that help the disputants reflect on their behaviour (Patton, 2020). Mediation is an effective technique to take during the early phases of a conflict, and it can even be used as part of a grievance procedure in some cases. Nevertheless, the opposing parties must consent to mediation.


Although conciliation and mediation have certain parallels, conciliation is often used to resolve specific legal problems rather than more general issues. During the conciliation process, an objective and independent expert speaks to the disputing parties separately and collectively, as needed to encourage them to reach an agreement.  A conciliator urges disputing parties to reach an agreement among themselves, while a mediator proposes a solution to the problem at hand (Patton, 2020). A qualified conciliator discusses the issues with all parties concerned, explains the legal issues, analyses resolution options, and assists the disputing parties in reaching a legally enforceable agreement (Nash and Hann, 2020).


Arbitration involves a neutral third party functioning as a judge who decides between opposing viewpoints and renders a definite ruling in a case. The disputing parties usually agree ahead of time whether the arbitrator’s ruling is legally binding (Asante, 2020).  Alternatively, they may decide that the arbitrator’s ruling is not legally binding, allowing them to pursue the dispute in court or before a tribunal (Nash and Hann, 2020). When a trade union considers industrial action, for example, they may seek the assistance of an independent arbitrator to assess the situation and make a rational conclusion. However, the disputing parties must agree to arbitration.

▪ Explain the main provisions of collective employment law. (AC 4.1)

The Employment Rights Act 1996 defines who an employee is in the UK; a person who works under a contract of service or apprenticeship. The primary legal requirements around a contract of employment entail items included in the primary document or the principal statement. The principal statement’s minimum requirements include necessary items such as pay, including the frequency and time of payment, working hours, holiday and holiday pay, including its formula of calculation, amount of sick leave and pay, and any other paid leave (Pugh, 2020). These terms form the basis of collective negotiations. In many respects, an employment contract is identical to any other contract. Broader dynamics influence contractual working arrangements in this regard. As a result, contract law governs the employment contract. In this case, contract law mandates that the employment contract include an unambiguous job offer from the employer.  The offer can be conditional, but it must be accepted by the employee who receives it. It must include a consideration between the parties involved, such as the employee’s job in exchange for the employer’s wage offer. It must also express a desire to enter into a legally binding agreement (Pugh, 2020). Nonetheless, as the employer has more power in the employment arrangement, the law may require additional aspects to protect the employee’s rights.

▪ Compare the types of employee bodies, union and non-union forms of employee representation (AC 4.2)

Some of the nuances that create a distinction between union and non-union workplaces are characterised by complexity. However, the real difference boils down to the party that is responsible for defining the work culture. In a non-union workplace, the employer wields the bulk of power; in this regard, the employer determines work expectations, work schedules, sets remuneration and maintains disciplinary independence, promotions, and other work culture aspects (Sarvaiya et al., 2018). On the other hand, in a union environment, employees enjoy a higher percentage of control; using their union, employees can negotiate contracts at the workplace, including details regarding subjects such as wages, work expectations, schedules, promotions, and discipline.

Employees prefer a union environment owing to its accompanying advantages such as support, benefits, wages, and security. According to some estimates, union workers enjoy higher wages than non-union employees (Dobbins and Dundon, 2020). Also, union workers typically enjoy medical benefits more often than their non-union counterparts; more than 90% of union workers are granted medical benefits while less than 70% of non-union employees enjoy medical benefits (Sarvaiya et al., 2018). Furthermore, the spouses of union employees are often incorporated in this benefit coverage, unlike for non-union employees. An added advantage of working in a union workplace is job security. In this regard, the only way of dismissing an employee in a union environment is in a just manner; this means that the employee must display gross misconduct (such as stealing from the employer) to suffer dismissal (Dobbins and Dundon, 2020). Also, their peers’ support enables collective action, should an employee feel that they have received unfair treatment. In some instances, there are rules in a union environment to shield more senior staff members from being disregarded during promotions or transfers to new positions (Sarvaiya et al., 2018).

Working in a union environment also comes with some drawbacks compared to a non-union environment. For instance, all union members must pay union fees which is sometimes a significant cost implication. Furthermore, with membership to a union, the employee is part of a group or collective and, in turn, loses some degree of autonomy (Dobbins and Dundon, 2020). Whether or not the employee agrees with the decisions of their union, they are bound to the employment contract terms negotiated (Sarvaiya et al., 2018). Also, a significant number of workers cite that supervisors tend to be less collaborative, resulting in unionised workers having less support, trust, and partnership with the management.

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

Workplace conflicts between employees and employers can be resolved through discussion and negotiation to reach a decision; this is termed collective bargaining because both parties agree to a decision reached after extensive negotiation and consultation. Therefore, collective bargaining is instrumental in determining employment terms through negotiations between an organised group of employees and an employer or employee association operating through recognised agencies. Ultimately, the essence of collective bargaining is communication between relevant stakeholders, not outsiders (Sarvaiya et al., 2018).

Collective bargaining can take many different forms. First, negotiating may occur between a single company and a single union, referred to as single plant bargaining (Dobbins and Dundon, 2020). Secondly, the negotiation may occur between a single company with multiple plants and the people who work in each of these plants. Multiple plant bargaining is a type of collective bargaining in which workers negotiate with the same company through separate unions (Sarvaiya et al., 2018). Thirdly, instead of an individual union dealing with an individual employer, all unions existing in the same industry negotiate with the employer’s federation of that industry through these unions’ federation. This arrangement is referred to as multiple employer bargaining, which is feasible at both the municipal and regional levels.

Reference List

Asante, O., 2020. Leadership Strategies to Manage Workplace Conflict.

Bai, Y., Lin, L. and Liu, J.T., 2019. Leveraging the employee voice: a multi-level social learning perspective of ethical leadership. The International Journal of Human Resource Management, 30(12), pp.1869-1901.

Dobbins, T. and Dundon, T., 2020. Non-union employee representation. In Handbook of research on employee voice. Edward Elgar Publishing.

Duan, J., Li, C., Xu, Y. and Wu, C.H., 2017. Transformational leadership and employee voice behavior: A Pygmalion mechanism. Journal of Organizational Behavior, 38(5), pp.650-670.

Gall, G., 2020. Twenty Years of the Third Statutory Union Recognition Procedure in Britain: Outcomes and Impact. Industrial Law Journal, 49(4), pp.657-662.

Holbeche, L.S., 2018. Organisational effectiveness and agility. Journal of Organizational Effectiveness: People and Performance.

Jiang, H. and Luo, Y., 2018. Crafting employee trust: from authenticity, transparency to engagement. Journal of Communication Management.

Nash, D. and Hann, D., 2020. Strategic conflict management? A study of workplace dispute resolution in Wales. ILR Review, 73(2), pp.411-430.

Nechanska, E., Hughes, E. and Dundon, T., 2020. Towards integration of employee voice and silence. Human Resource Management Review, 30(1), p.100674.

Patton, C.M., 2020. Breaking the healthcare workplace conflict perpetuation cycle. Leadership in Health Services.

Pugh, J., 2020. The United Kingdom’s Coronavirus Act, deprivations of liberty, and the right to liberty and security of the person. Journal of Law and the Biosciences, 7(1), p. lsaa011.

Rasheed, M.A., Shahzad, K., Conroy, C., Nadeem, S. and Siddique, M.U., 2017. Exploring the role of employee voice between high-performance work system and organisational innovation in small and medium enterprises. Journal of Small Business and Enterprise Development.

Saks, A.M., 2019. Antecedents and consequences of employee engagement revisited. Journal of Organisational Effectiveness: People and Performance.

Samuels, A., 2020. Coronavirus Act 2020: An overview by a lawyer interested in medico-legal matters. Medico-Legal Journal, 88(2), pp.86-89.

Sarvaiya, H., Eweje, G. and Arrowsmith, J., 2018. The roles of HRM in CSR: strategic partnership or operational support? Journal of Business Ethics, 153(3), pp.825-837.

Shuck, B., Osam, K., Zigarmi, D. and Nimon, K., 2017. Definitional and conceptual muddling: Identifying the positionality of employee engagement and defining the construct. Human Resource Development Review, 16(3), pp.263-293.

Wang, Y., Zheng, Y. and Zhu, Y., 2018. How transformational leadership influences employee voice behaviour: The roles of psychological capital and organisational identification. Social Behaviour and Personality: an international journal, 46(2), pp.313-321.

Choose Your Writer


40 Facts About Elektrostal

Lanette Mayes

Written by Lanette Mayes

Modified & Updated: 10 May 2024

Jessica Corbett

Reviewed by Jessica Corbett


Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

  • Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
  • With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

Elektrostal's fascinating history, vibrant culture, and promising future make it a city worth exploring. For more captivating facts about cities around the world, discover the unique characteristics that define each city . Uncover the hidden gems of Moscow Oblast through our in-depth look at Kolomna. Lastly, dive into the rich industrial heritage of Teesside, a thriving industrial center with its own story to tell.

Was this page helpful?

Our commitment to delivering trustworthy and engaging content is at the heart of what we do. Each fact on our site is contributed by real users like you, bringing a wealth of diverse insights and information. To ensure the highest standards of accuracy and reliability, our dedicated editors meticulously review each submission. This process guarantees that the facts we share are not only fascinating but also credible. Trust in our commitment to quality and authenticity as you explore and learn with us.

Share this Fact:


  1. Employee Relations: Examples + 10 Strategy Tips

    employment relations assignment

  2. Contemporary Employment Relations Module (Lectures 1-7)

    employment relations assignment

  3. Importance of Employee Relations

    employment relations assignment

  4. Employment Relations Concept Essay Example

    employment relations assignment

  5. Unit 20 Assignment employee Relations

    employment relations assignment

  6. BUSM7027 Employment Relations Professional Practice Assignment 1

    employment relations assignment


  1. Workplace Relations


  3. PulseHomeTech PR

  4. GROUP ASSIGNMENT Video Assignment Industrial Relations: Termination


  6. ( Sales and Customer Relations) Video assignment #2


  1. HRIOP86- Research Report in Employment Relations (Assignment 1)

    HRIOP86 - RESEARCH REPORT IN EMPLOYMENT RELATIONS ASSIGNMENT 1 UNIQUE NUMBER: 871090 Lloyd Pipes 62019023 1 Question 1 1.1 Introduction The South African Board of People Practices defines employment relations as " the management of individual and collective relationships in an organisation through implementing good practices that enable the ...

  2. Employment relations and employee engagement

    A role-based perspective for the future of employee engagement', The Future of Employment Relations: New Paradigms, New Developments, Basingstoke, Palgrave Macmillan, pp. 85−100. Williams, C. L. and Connell, C. (2010) 'Looking good and sounding right: aesthetic labor and social inequality in the retail industry', Work and Occupations ...

  3. Employment Relations and Human resource Management

    In book: Routledge Companion of Employment Relations (pp.108-124) Chapter: Chapter 8; Publisher: Routledge; Editors: Adrian Wilkinson, Tony Dundon, Jimmy Donaghey ...

  4. Assignment 2 sample Employment Relations RMIT HD

    II. Background & Discussion An enterprise agreement is an agreement contains terms and conditions of employment between the employer and the employee, including wages, for a period of up to 4 years from the date of approval that made at the enterprise level (Fair Work Commission n.).

  5. Employment relation asm 1

    Employment relations assignment 1. Employment Relations 100% (2) 15. Assessment Three - Google Portfolio. Employment Relations 100% (1) Discover more from: Employment Relations BUSM1084. Royal Melbourne Institute of Technology. 30 Documents. Go to course. 25. Marketing Assignment 23.

  6. HRIOP86: Research Report in Employment Relations (Assignment 2)

    LLOYD PIPES 3 HRIOP86: RESEARCH REPORT IN EMPLOYMENT RELATIONS This article discussed the framework for recognising opportunities, and evaluating the amount of power and capacity needed for a union or unions to create strategic campaigns which would allow for the confrontation of neoliberal policies and practices.


    In terms of the employment relationship, such people are often able to motivate and persuade their colleagues to undertake difficult tasks, stay late at work and perform duties outside their contract merely because they engender loyalty and people don't. 02_Bingham_Ch_02.indd 32 2/24/2016 10:41:58 AM.

  8. Assignments

    Module Alignment. Assignment: Becoming a Changemaker. Module 1: The Role of Human Resources and Module 2: Human Resources Strategy and Planning. Assignment: Develop a Diversity Allies Program. Module 3: People Analytics & Human Capital Trends and Module 4: Promoting a Diverse Workforce. Assignment: Job Description Research and Development.

  9. Employment Relations

    Employment Relations - Assignment 1. Course: Employment Relations (BUSM4094) 17 Documents. Students shared 17 documents in this course. University: Royal Melbourne Institute of Technology. ... Employment Relations - Lecture notes - HRM .. - Lecture notes, lectures 1 - 12. Employment Relations 92% (13) 13.

  10. BUSM4094

    Studying BUSM4094 Employment Relations at Royal Melbourne Institute of Technology? On Studocu you will find 17 assignments, lecture notes, summaries, practical and. ... BUSM4769-Employee Relations-Assignment 1-RMIT School. 2 pages 2019/2020 None. 2019/2020 None. Save. Summaries. Date Rating. year. Ratings.

  11. Employee Relations

    Employee relations focuses on both individual and collective relationships in the workplace. A positive climate of employee relations - with high levels of employee involvement, commitment and engagement - can improve business outcomes and contribute to employees' wellbeing. This factsheet explores the current state of the employment relationship.

  12. PDF HRM220: Introduction to Employee Relations

    Week 1 What is Employee Relations? Outcomes • Explain the employee relations function and its alignment with organizational with organizational culture, mission, vision, and strategy. • Describe what the position of Employee Relations Manager does. Readings Human Resources Management. V2.0.1 Flatworld Knowledge.

  13. (DOC) Assignment for employee relations

    Report. University of Wales Employee Relation Loetta Corette Paul Student ID# 20582 Date due: 21st January, 2013 Word Count: It is very important that every company or organization before they implements its employee relation strategy that they must first inform or communicate with its employees.

  14. 7HR01 Assignment Example

    Task 1. Write a report for the board of your organisation that critically evaluates the effectiveness of the current employment relations strategy (or strategies) and practices in your organisation, with respect to its effectiveness in; accommodating short-term external competitive pressures (Assessment Criterion 2.2)

  15. Employment Relations Assignment 2

    Employment Relations Assignment 2 Name: Jian Yeap Ng (S3653381) Tutor: Dimitra Kalomallos Tutorial: Friday 6.30-8.30pm Neoliberalisim The paper mainly talks about neoliberal direction and in the context brings in the quote and also the perception of Baccaro and Howell.

  16. Employment Relations

    An employee can return to work if their child is stillborn or born prematurely or contracted an illness General Rules (section 68): Under 16 years old. Not live continuously with the employee for a period of 6 months or more. Not a child of the employee's spouse. When adoption-related must start (section 67 (6)):

  17. 5HR01 Assignment Example

    5HR01 Assignment Example that is a sample completed by an expert and will guide you on how to undertake this assignment. ... (Nash and Hann, 2020). Similarly, the focus in employment relations has shifted from just paying salaries on time and enduring difficult performance reviews to nurturing employees (Nash and Hann, 2020). Organised ...

  18. Strategic Employment Relations Assessment for Level 7 Advanced

    Level 7 Advanced Diploma Assessment questions As organisations look to recover from the impact of the global pandemic, recent CIPD research reports that over half of employers agree that the UK is entering a new, more unstable period of employment relations. The world of work is struggling with the effects of a tight labour market, a cost-of-living crisis and falling wages, with tensions ...

  19. Sebastian Aviles: Expat Adventures

    Sebastian Aviles, MHRIR 21, joined a HR rotational development program upon graduation and began an expat assignment in Dubai with his company in February of 2024. He is a two-time Illinois graduate, also holding an I/O psychology bachelor's degree. He will be sharing his experiences as a recent LER graduate abroad in a blog that will be ...

  20. Moscow Oblast

    Moscow Oblast (Russian: Московская область, romanized: Moskovskaya oblast, IPA: [mɐˈskofskəjə ˈobləsʲtʲ], informally known as Подмосковье, Podmoskovye, IPA: [pədmɐˈskovʲjə]) is a federal subject of Russia (an oblast).With a population of 8,524,665 (2021 Census) living in an area of 44,300 square kilometers (17,100 sq mi), it is one of the most densely ...

  21. Elektrostal

    In 1938, it was granted town status. [citation needed]Administrative and municipal status. Within the framework of administrative divisions, it is incorporated as Elektrostal City Under Oblast Jurisdiction—an administrative unit with the status equal to that of the districts. As a municipal division, Elektrostal City Under Oblast Jurisdiction is incorporated as Elektrostal Urban Okrug.

  22. 40 Facts About Elektrostal

    40 Facts About Elektrostal. Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to ...

  23. Elektrostal

    Elektrostal , lit: Electric and Сталь , lit: Steel) is a city in Moscow Oblast, Russia, located 58 kilometers east of Moscow. Population: 155,196 ; 146,294 ...

  24. Employment Relations

    Employment Relations - BUSM4769 - Assignment 2 - Group Presentation; Related Studylists Employment Relations employment relation Employment relations. Preview text. TABLE OF CONTENTS. PERSONAL DETAILS; PHILOSOPHY & UNDERSTANDINGS; GOALS & OBJECTIVES; ORGANISING & UNIONS; INDIVIDUAL CONTRACTS & COLLECTIVE BARGAINING;