Human Resource Management PDF

Human Resource Management The South African Labour Relations System Chapter 3  Chapter 3: Learning outcomes Understand the relationship between the employer and the employee and the management of that relationship within the broader South African context Describe the roles...

Human Resource Management The South African Labour Relations System Chapter 3  Chapter 3: Learning outcomes Understand the relationship between the employer and the employee and the management of that relationship within the broader South African context Describe the roles of the different parties in labour relations  Chapter structure Introduction The nature of labour relations The history of labour relations in SA The parties in labour relations Types of trade unions Trade union federations Why employees join unions Worker representatives The changing role of trade unions  The nature of Labour Relations LR can be seen as an ever-changing system of interrelationships between state, employer, and employee LR is about the employment relationship and the laws, rules, regulations, structures, and procedures governing that relationship It is a process which involves understanding people, conflict and the power and trust underpinning the tripartite relationship, as well as cooperation and compromise The nature of LR in SA State Employees Employers  Systems approach to LR LR does not take place in isolation, but occurs within a specific economic, political, legal, social, and historical context LR both influences and is influenced by its environment  The context of LR in SA ENVIRONMENT ORGANISATION STRUCTURES, OUTCOMES INPUTS PROCESSES PROCEDURES AND AGREEMENTS State Economic  Vision Structures Recognition Agreements  Globalisation  Products/Services  NEDLAC  Affirmative Action  Technology  Technology  CCMA  Job Grading  Growth Rate  Structure  Labour Court  Strike Rules  Productivity  Job Content  Labour Appeal Court  Discipline  Poverty  Work Tasks  Bargaining Councils  Grievance  Employment  Policies  Statutory Councils  Job Security  Inflation  Procedures  Workplace forums  Management  Shop Steward/ Substantive Agreements Political  Social System Management-worker  Wages  Government/Strategy/ Roles Employees Employers Committees  Working Agreements Ideology Norms  Benefits  RDP Power Processes  Training  International Cultures  Conciliation  Health/Safety Relations  Mediation  Productivity Bonuses  Arbitration Legal  Negotiation/Bargaining Social Pacts  Bill of Rights  Strikes  Labour Law  /International Labour  Consultation Law  Counselling Organisational Outcomes  South African Labour  Productivity Changes Rights Procedures  Labour Turnover  Disciplinary  Quality Implications Social  Grievance  Price adjustments  Demography  Retrenchment  Urbanisation  Dispute Conflict  Housing  Violence  Transport Agreements  Mass Dismissal  Health  Recognition/Procedural  Loss of Union Members  Education/Training  Substantive  Plant Closure  Media  Cultural  Perspective of LR Unitarist Organisation is seen as a coherent team with a single, commonly accepted goal Pluralist Is accepted that employers and employees will have different goals and that conflict will be unavoidable Trade unions have important role to play Radical Is no common interest between labour and management, and root cause of conflict is capitalist economic system Societal corporatist perspective Inherent presence of conflict is acknowledged, but emphasis placed on greater cooperation and agreement  The history of LR in SA The history of LR was dominated by apartheid, resulting in repressive labour policies and economy built on racial divisions Before 1979 had a two-tier system whereby white, coloured, and Asian workers covered by Industrial Conciliation Act and black workers covered by Black Labour Relations Regulations Act As result of recommendations by the Wiehahn Commission in 1979: black, white, coloured, and Asian workers all covered by Labour Relations Act Since 1994 - emphasis on worker rights, workplace democracy, affirmative action, industrial restructuring, and the restructuring of education and training Today challenge is to harmonise labour and capital, to achieve industrial peace, and to improve productivity  The parties in LR THE STATE State plays major role in setting context in which employers and employees interact Currently promoting a form of societal corporatism through structures such as NEDLAC, and also through LRA To move from an adversarial relationship, to a more cooperative, democratic relationship EMPLOYERS AND EMPLOYER ASSOCIATIONS Employees have right to join trade unions, and employers have right to join employer associations EMPLOYEES AND TRADE UNIONS Employees form important part of organisation and may join a trade union Trade unions are key stakeholders, not only in management of employment relationship, but also in governance of country  Types of unions Craft unions Organise workers on basis of a trade or skill, irrespective of the industry Industrial unions Bring workers in a particular industry together on a comprehensive basis, irrespective of tasks performed (EG clothing and textiles) General unions Bring together all workers, unskilled and semi- skilled, from different industries and levels Public sector unions EG The South African Democratic Teachers’ Union (SADTU) and the Police and Prisons Civil Rights Union (POPCRU)  Trade union federations Whereas a trade union is an association of employees or workers to promote common interests, a trade-union federation brings together trade unions. Congress of South African Trade Unions (COSATU) Federation of Unions of South Africa (FEDUSA) National Council of Trade Unions (NACTU) Confederation of South African Workers’ Unions (CONSAWU)  Why employees join trade unions Economic needs Job security and regulation Political reasons Social needs Self-fulfillment To protect a trade/skill For representation Union can assist in the management of the workforce. Shop steward can assist during grievance and disciplinary inquiries; communicate with management on behalf of workers; relay information from management to workers, and negotiate agreements with employers  Worker representatives Workers are represented in their dealings with employer by shop stewards elected by union members If there are 10 members of a majority union employed at a workplace, they can elect one shop steward A shop steward can either be part-time or full-time  The changing role of trade unions Challenges facing unions include slower membership growth rates, the loss of leadership to government, and members’ perceptions that nothing has changed. Also, the changing structure of labour market and shift to a global economy Increase in violent unprotected strike action and social tensions (particularly in mining industry) Eg Marikana Unions must consider plight of unemployed versus demands for higher wages Aids, affirmative action, political activity at the workplace, and parental rights of employees are also issues