HRM UNIT 1 2024 PDF

INTRODUCING SOME FUNDAMENTALS OF EMPLOYMENT RELATIONS (ER) The Department of Industrial Psychology and People Management HRM2BB2  At the end of this Learning unit, students should be able to: demons...

INTRODUCING SOME FUNDAMENTALS OF EMPLOYMENT RELATIONS (ER) The Department of Industrial Psychology and People Management HRM2BB2  At the end of this Learning unit, students should be able to: demonstrate an understanding of the concept and nature of “employment relations” and the way it has evolved from traditionally known “industrial relations” identify, explain and illustrate the implications of different ideological, theoretical perspectives on the conflict/common-ground dynamics in employment relations describe the multidimensional nature and societal embeddedness of the contemporary employment relationship, and show its relevance for everyday practice in employment relations differentiate between a tripartite and multipartite perspective of employment OBJECTIVES relations systems and very briefly explain who the role-players and stakeholders are, and why they are important cursorily describe at least four “key ingredients” that make employment relations dynamic demonstrate the implications of the nature and importance of perceptions of justice for the theory and practice of employment relations illustrate how the dynamics of employment relations at organisational level may interact/interplay with other environmental variables or factors. 2022/02/08 Dr C Mabaso 2 Introduction South Africa is the second largest economy in Africa It is known as a manufacturing hub, it is the most industrialized, technologically advanced, and diversified economy on the African continent. South Africa is an upper-middle-income economy – one of only eight such countries in Africa. Since 1996, at the end of over twelve years of international sanctions, South Africa's Gross Domestic Product almost tripled to peak at $400 billion in 2011, but has since declined to roughly $385 billion in 2019. In the same period, foreign exchange reserves increased from $3 billion to nearly $50 billion creating a diversified economy with a growing and sizable middle class, within two decades of ending apartheid. South African state owned enterprises play a significant role in the country's economy with the government owning a share in around 700 SOEs involved in a wide array of important industries. 2024/07/21 Dr C Mabaso 3 Introduction cont’ South Africa is weakened by various challenges such as: High crime rate (refer to the stats by SAPS -2022) Poor security Inequality High unemployment (34.5%) Low economic growth The South African gross domestic product (GDP) grew by 1,2%1 in the fourth quarter (October–December), taking the annual growth rate for 2021 to 4,9%. Challenging labour market Youth in South Africa continue to be disadvantaged in the labour market with an unemployment rate higher than the national average. According to the Quarterly Labour Force Survey (QLFS) for the first quarter of 2022, the unemployment rate was 63,9% for those aged 15-24 and 42,1% for those aged 25-34 years, while the current official national rate stands at 34,5%. Although the graduate unemployment rate remains relatively low in South Africa compared to those of other educational levels, unemployment among the youth continues to be a burden, irrespective of educational attainment. Year-on-year, the unemployment rate among young graduates (aged 15-24 years) declined from 40,3% to 32,6%, while it increased by 6,9 percentage points to 22,4% for those aged 25-34 years in Q1: 2022. The country has progressive regulations, but inefficient implementation hinder the effectiveness of these regulations 2024/07/21 Dr C Mabaso 4 Introduction Challenges that are facing the country put a major threat to the stability of the employment relations in South Africa Those in the labour market, they are also facing issues like injustices, fairness and these aspects are central to the human kind. If these issues are not solved, they pose a major threat to the societies Therefore, the field of study of Employment Relations (ER) has its core on the income-earning work and related issues and challenges of fairness and justice in the world of work. This is a significant field since the majority of people rely on income-earning work. 2024/07/21 Dr C Mabaso 5  Origin of Employment Relations The Employment Relations field evolves from what was called ‘Industrial Relations’ Industrial Relations are found from the perceived injustices or unfairness brought by developments following Industrial Revolution Industrial Revolution began in the United Kingdom in the 18th Century which emanates from the distinction between owners (of the means of production, i.e. industrial capitalists) and the workers (those that sell their labour to the owners or owners of wealth) The income earners (workers) gradually perceive the relations between parties as being unequal or unfair These views of inequality is a true reflection of the South African labour market. Labour is central to the basic problem related to fairness of wealth distribution because it is the core of the wealth generation period. Those with capital strive for a better return of their investment which means that the labour is productive as possible Those who owns organisations want those who are working (employees) to produce as much as possible through their work (expertise) However, labour has price tag (wages or salaries), it is generally better for those owners who want to accumulate wealth to pay the working people less than more (unequal distribution of wealth) Therefore, perceive power imbalances will arise and conflict will be the order of the day due to these injustices of unequal distribution of wealth 2024/07/21 Dr C Mabaso 6 DEFINITION OF EMPLOYMENT RELATIONS Dunlop (1958: 7) defined industrial relations as follows: [It is] comprised of certain actors [managers, workers and specialised governmental agencies], certain contexts [technological characteristics, the market and the distribution of power in the society], an ideology which binds the industrial relations system together, and a body of rules created to govern the actors at the workplace and work community. 2024/07/21 Dr C Mabaso 7  From this it is clear that the focus was traditionally on the conflict regulatory dimensions and the institutions involved in the rule-making and work-control processes in an employment context. During the 1990s there were attempts to rechristen the field as employment relations. Employment relations brings together two study areas that have long developed their “separate ways”, namely human resource management and industrial relations. 2024/07/21 Dr C Mabaso 8 Theoretical perspectives & ideologies There are different world views on how we think the world works We have different lenses we look how world work We develop different theories about how things work Employment relations is not immune to this phenomena Employment relationship needs to be understood in the broader theories about the society in context We should look at this field with open mind to gain understanding Therefore, we will look closely at different theories to better understand the employment relationship. Theoretical perspectives & ideologies Pluralist perspective This perspective views the employing organisation as a coalition of individuals and groups with diverse objectives, values and interests. Individuals in an organisation combine into a variety of distinct section groups, each with its own objectives, interests and leadership. The different groups are competitive in terms of leadership, loyalty and authority. This conflict puts the organisation in a permanent state of tension. It recognises the mutual dependence of groups. Conflict between management and labour is not so fundamental and unbridgeable that the parties will fail to cooperate. The key lies in the regulation of the employment relationship and how to institutionalise conflict in order to contain and control its impact. Unitarist perspective This perspective views the organisation as an integrated group of people having a unified authority structure with common values, interests and purpose. Management has the legitimate authority and right to manage, and is therefore expected to provide appropriate leadership. Conflict is regarded as unnecessary as employees are expected to be loyal to management and “their” organisation. The underlying assumption is that people working in an organisation are in basic harmony, and conflict is undesirable and a result of miscommunication. Trade unions are regarded as unnecessary and dysfunctional. There is no need for an outside body to intrude on the employment relationship. Radical perspective This perspective is related to Marxist thinking and reflects a class conflict world view. Workers are oppressed for the sake of capitalist interests and hence there is an emphasis on the class struggle between the “haves” and the “have nots”. Radicals see the imbalance of power both within society and at the workplace as central. Those who own the means of production have a power superiority over those who sell their labour. Conflict is always rooted at a macro level and is socio-political and economic. Trade unions are viewed as an unavoidable response to capitalism. Corporatism Corporatism is a political system in which judicial authority is given to corporations that act for economical, industrial, and professional groups. In corporatism, specific unelected groups play a crucial role in the decision-making process. This initial meaning was not linked with the definite conception of an industry corporation, being a rather more extensive reference to any included body. Apparently, the whole society is run by these groups’ decisions. 2022/02/08 Dr C Mabaso 13 Corporatism within the South African context Corporatism in South Africa can be regarded as a system of interest representation whereby influential socioeconomic organizations are given access to, and the possibility of helping to shape policies decided in, state institutions, in exchange for restricting their demands and operating within agreed parameters, as well as supporting the ideology of national unity 2022/02/08 Dr C Mabaso 14 Corporatism and concertation Societal corporatism Extension of pluralism and sometimes referred to as tripartite coordination or cooperation. The two primary parties (management & labour) are no longer viewed as interacting on a purely competitive basis. Interdependence between all three parties (including the State) is acknowledged, each of whom values consensus building interaction rather than adversarial relations. Conflict and common ground are blended, and a mutually gainful, long- term view is favoured above short-term, win/lose modes of interaction. State corporatism There is an emphasis shift from a tripartite coordination or cooperation to a situation where the State moves into a paternalistic or authoritarian mode to demobilise and coopt organised labour (trade unions) into government structures. This perspective is closer to unitarism because conflict between business and labour is viewed as undesirable, and in a certain sense the legitimacy of the role of trade unions is abandoned. Concertation 2024/07/21 Dr C Mabaso 17 Core characteristics of employment relations systems Core elements Unitarism Pluralism Societal corporatism State corporatism Worker control Economic system Regulated market Market-driven with state aspiring to Social market, with state State intervention in economy. State intervention ensures economy with state balance power between unions and involvement and large welfare worker ownership and control of favouring employer employers. provision. production. interest. Goals and values of Employers and employees Employers and employees have Employers and employees State is employer, or employer is All employees are owners, employers and are committed to common conflicting goals and values but share a common interest in dependent on patronage of therefore goals and values employees goals of the organisation acknowledge their inter- maintaining a more egalitarian state, thus employees are are theoretically shared. and share similar values. dependence. society. expected to make their interests subordinate to the common good. Perspective on Conflict is unnatural or the Conflict is natural and functional but Conflict is expected but should Conflict is unnatural and not Conflict is unnatural and conflict result of agitators or poor must be managed by structures and be pre- empted because it is tolerated in what are usually one- unexpected because communication. procedures. too disruptive party state systems. employees are their own to the economy. employers. Trade unions Trade unions are un- Trade unions are necessary to Trade unions are important Trade unions’ power must be Trade unions in theory should necessary, promote channel conflict and represent stakeholders in society. limited to serving the national not exist since no employer- distrust and conflict, and employees’ interests. interest first. employee relationship is thus should be avoided. present. Collective Decision- making is an Collective bargaining is a voluntary, Collective bargaining is a Collective bargaining is not No need for collective bargaining and employer prerogative, usually decentralised process. The formalised, centralised process promoted and strikes are not bargaining or strikes because strikes collective bargaining right to strike should be exercised between strong employer and tolerated. wages and conditions of interferes with market within a framework of rules. trade union organisations and service are determined by forces and strikers should the state. Strikes should seldom employees. be dismissed. be resorted to. 2022/02/08 Dr C Mabaso 18 South African perspective of Employment Relations (ER) Social embeddedness of the multidimensional employment relationship Roots of employment relations are embedded in the relationships between employers and employees, and these parties are integral to modern society. Organisations exist to deliver need-satisfying products and services to the members of that society, who are also the very same people who set up and work in those organisations – individual dimension. South African perspective of Employment Relations (ER) The theory and practice of employment relations revolve around how the parties arrange their relationship, organise and execute the work, and distribute the fruits that accrue from these productive processes. ER is concerned with the fairness and justice of these arrangements, with the ways in which the parties integrate, regulate, balance and institutionalise their partly divergent and partly convergent interests and objectives, and with the formal and informal dynamics that go along with this. Key ingredients to the employment relationship are the simultaneous conflict and common–ground elements that are built into any employment relationship. The heart of conflict is built on the economic dimension of any employment relationship – the exchange of labour for pay. South African perspective of Employment Relations (ER) This explains the importance of power in the relationship between employers and employees. The party with the most power is in the best position to get the other party to agree on its definition of a fair exchange of wages and conditions of service for the work done in the context of the employment relationship. The power imbalance led to employees joining forces and forming representative bodies to negotiate with employers on their behalf – labour or trade unions. This is where the collective dimension of employment relations comes into play and impacts on the individual dimension of the employment relationship. Employment relations: dimensions Employment relationships are shown to be multidimensional: there are individual, collective, formal and informal dimensions. In practice, these dimensions often occur simultaneously and may also be referred to as formal/informal individual dimensions, or formal/informal collective dimensions. The individual dimension: Every individual has an employment relationship with the organisation as an employing entity. Each worker interacts every day with the organisation. The worker has a specific relationship with the organisation and with various individual managers at different levels, as well as with other workers as individuals. These are individual, interpersonal or human relations. The collective dimension: Workers can organise themselves in groups that can enter into discussions as a group with management or with groups of employers. This is generally referred to as the labour-management relationship or the union-employer relationship. Labour usually organises workers in groups known as trade unions, which act as the representatives of their individual worker members. As a group, a union has a specific relationship with management, and in this regard we talk about intergroup relations. 2022/02/08 Dr C Mabaso 22 Employment relations: dimensions In practice, these two dimensions come together, with a formal dimension and/or an informal dimension. The formal dimension: The parties have specific rights and duties which are based on official agreements between them, which may be individual or collective. Whether the (individual, formal) employment contract is written or verbal, it is an agreement the parties have with each other. The formal dimension is characterised by certain agreements, rules, laws, regulations and formalities, which focus on the official control of the individual and/or the collective dimensions. The informal dimension: This is the fourth dimension of the employment relationship. It has to do with the dynamic aspects of human behaviour. This could include human behaviour in a group context (informal collective dimension), or in the context of the individual dimension. It includes those aspects and consequences which arise from the feelings and ideas that the various parties have about each other, their values, needs and outlook on life, as well as their preferences and perceptions of each other, and so on. It can also be thought of as the social dimension. 2022/02/08 Dr C Mabaso 23 South African perspective of Employment Relations (ER) The centrifugal forces of the conflict between the employer and employee parties are balanced by the existence of shared interests (e.g. survival of organisation). Both collectively and as individuals, the parties interact and make use of informal dynamics, such as communication and power, as well as formal dynamics, such as courts, legal processes and quasi-legal processes, in order to regulate and maintain their relationship. Formal dimension of ER: legal and formal rule-making and application aspects. Informal dimension of ER: behavioural dynamics involved in ER. Role players Role-players and stakeholders in ER (a preview) 2024/07/21 Dr C Mabaso 25  Management Representative of employers. Must see to it that the right things are done in the right way in order to realise the ultimate objectives of the enterprise. Represented by employers’ organisations. 2024/07/21 Dr C Mabaso 26 Employees Workers “sell” or “hire out” their labour potential to the employing party to perform a specific task. They are represented by employee organisations (trade unions) which may be members of umbrella trade union federations such as NACTU or COSATU. 2024/07/21 Dr C Mabaso 27 The State The government plays role of both master and servant of the two primary participants (management and employees). Master: it makes the laws that ensure that ER is practised in such a way that the general order in society is not disrupted. The government institutions that play a role through law enforcement include the Department of Labour, the CCMA, and the Labour Court. Servant: because it helps both primary parties to conduct their relationship in orderly fashion. Dr C Mabaso KEY INGREDIENTS THAT MAKE ER DYNAMIC Nel et al (2016) acknowledge the significance of the formal aspects of employment relations, but also emphasise the importance of focusing on certain key behavioural dynamics that underlie labour relations. The authors argue that the relations must be the prime focus. In all of this they show that fairness and justice perceptions are crucial to relationships in the world of work (and more generally in society). You may recall that right at the outset of their book, the importance of fairness and justice is emphasised. Fairness and justice played a key role in the development of labour relations: had all things been perceived as fair, we would not have had industrial relations. Related are the issues of conflict and power, which manifest alongside the common ground we have. Trade unions, as I have said, came into existence to address the power and conflict aspects that had resulted from employment relationships. These ingredients together, argue Nel et al (2016), make for the dynamics of this field. This means that the field is not static; in other words, there is never a dull moment in the field of labour relations. 2022/02/08 29 KEY INGREDIENTS THAT MAKE ER DYNAMIC Justice and the perceptions that the parties to the employment relationship have of this concept are also crucial when it comes to labour relations when studied from a management perspective. I distinguished between social justice and organisational justice – something which your prescribed book does not make quite clear. Employment relations as a field is concerned with both levels of justice; and trade unions generally try to bring about greater social justice as well as organisational justice. This is relevant to South Africans and also to others in Africa who are engaged in the field of labour or employment relations. In the context of changes in Africa, Beugré (2002:1091) explains that the last part of the previous millennium saw ‘‘dramatic social and political changes on the African continent [and]... such... changes are likely to spill over in the workplace in the form of a quest for more justice and freedom. Social justice is both an end in itself and a means. As an end, social justice is considered as a virtue that should characterize any civilized society. As a means, social justice fosters the right of the disenfranchised and helps reduce social inequalities... the quest for social justice is likely to spill over in the workplace in the form of organisational justice... African managers should anticipate... and develop appropriate responses’’. 2022/02/08 Dr C Mabaso 30 KEY INGREDIENTS THAT MAKE ER DYNAMIC Centrality of justice perceptions in ER Distributive justice This refers to “the distribution of the conditions and goods which affect individual (psychological, social and economic) well-being” (Deutsch 1975: 137). Distributive justice in the employment relations context therefore concerns itself with employees perceived fairness of organizational outcomes that they receive (Kim, Lin & Leung 2015:163). This refers to economic exchange in the context of efforts / pay (input & output) Based on three criteria: – Equality: everyone gets exactly the same distribution – Need: based on who needs it the most – Equity: rewards or outcomes based on how much person contributes or invests 2024/07/21 Dr C Mabaso 31  KEY INGREDIENTS THAT MAKE ER DYNAMIC Procedural justice This refers to the perceived fairness of the processes and procedures followed in reaching certain decisions or outcomes. From the employment relations context, it refers to the employees perceived fairness of the processes by which outcomes are allocated (Kim et al. 2015:163) Six criteria are central to procedural justice: Consistency: equal application of rules and procedures to all concerned over time Bias suppression: prevention of self-interest in the decision-making process Accuracy: making of decisions on the basis of accurate information Correctability: modification or correction of a decision, if appropriate Representativeness: representation of all stakeholders or parties concerned in the process Ethicality: reflection of current ethical and moral principles in the process 2024/07/21 Dr C Mabaso 32  Key ingredients that make ER dynamic Interactional justice This refers to the manner in which outcomes are communicated to employees at an interpersonal level. Within the employment relations context, it relates to the extent to which employees are treated with politeness, dignity and respect by authorities or third parties involved in executing procedures or determining outcomes Greenberg (1990) describes two aspects of interpersonal justice: Interpersonal treatment: treatment received from decision makers Adequate causal accounts: the use of adequate explanations for the outcomes or decision reached Three elements that are central to interpersonal justice: Neutrality: implies openness and honesty, function of the decision maker Trust: the degree to which people believe the decision maker will be fair Standing: refers to the individuals’ concern with their status in a group 2024/07/21 Dr C Mabaso 33  Conflict Conflict in employment relations may be regarded as an inherent part of the interaction between the parties. Conflict interplays with other dynamics and it often leads to some changes in employment relations. Conflict dynamics usually include some negative emotional elements and aspects such as antagonism, aggression, threats, hostility and lack of cooperation are often present Causes of conflict: Different values, attitudes or perceptions Different objectives or methods of achieving them Differences in information or communication blockages Lack of resources (scarcity) Skew distribution of resources (structural imbalances) Personality differences Power It can be seen as a medium through which divergent aims and interests are mediated and resolved. Interpersonal power may be understood as “one person’s ability to influence another person’s behaviour or thinking, so that they do something that they otherwise would not have done” (Robbins 1998: 407). Social unit power is “the realistic capacity of a system-unit to actualise its interests within the context of system-interaction and in this sense exert influence on processes in the system” (Parsons 1960: 23). 2024/07/21 Dr C Mabaso 35 Bases of power Legitimate power: emerges from the right to issue directives Reward power: emerges from the capacity of the group or individual to confer or withhold rewards Coercive power: capacity of an individual or group to use force or coercion through the use of sanctions or by withholding desired commodities Knowledge power: based on the possession of specialised knowledge or skills Referent power: arises out of the force of an individual’s personality 2024/07/21 Dr C Mabaso 36  Converging and diverging interests ER is not solely concerned with the divergent interests and conflict in employment relations. Aspects such as interdependence, shared interests and common ground are equally important. The fundamental common ground is that human needs have to be satisfied. People need products and services, and these have to be delivered. This is a basic shared interest and explains why parties come together. Trade unions exist because there are employees If there were no employing organisations, there would be no employees and hence no trade union members. Therefore, trade unions also have interest in the continued existence of the employing organization Employees in organisations often belong to trade unions and trust their union leadership, it is in the interest of employers not to ignore or wish away trade unions 2024/07/21 Dr C Mabaso 37 The interplay between ER and its broader environment – Macro-External factors and socio-economic factors Macro-external environment that contextualize employment relationship has to take its point of departure that South Africa is not isolated island The country forms part of the global village into which world has largely developed Changes across the globe are not immune to South Africa. The country is also experiencing transformation, and this cannot disconnect from international developments. These changes spills over to the employment relations and particular into organisations and workplaces all over the country We should be mindful of how factors in the macro-external environment could have consequences for the quality of employment relations within organisations Factors such as the country’s economic growth rate, inflation, taxation and interest rates may have an effect on ER. these factors will be discussed in the next slides Sociopolitical factors There is usually much interplay between ER and socio-political variables and factors. The political environment as such is crucial, as government promulgates and enforces all the relevant legislation that impacts directly on ER. Organised business and organised labour are engaged directly to take part in the processes of drafting and/or amending labour-related legislation. The increasing value attributed to aspects like transparency and democratic processes holds potential implications for the ways ER is managed. A society’s value system regarding the physical environment is also important. 2024/07/21 Dr C Mabaso 39 Technological factors Technology is a key driving force behind the re-organisation of the world of work. We live in an era of rapid change, revolution and technological developments. Ecological factors and sustainability issues are high on agendas of governments and other stakeholders. Aspects such as global warming and climate-change are receiving more attention from governments, business organisations and trade unions across the globe. Responsible corporate citizens = Organisations who demonstrate to the communities where they operate that they care about the environment and the impact of their operations on it 2024/07/21 Dr C Mabaso 40 The interplay between ER and the broader environment – Organization-related factors General management-related factors Certain management decisions interplay with ER dynamics. Decisions regarding planning, marketing, finance, business growth, operations, etc. all interplay with ER dynamics. Due to new competitors entering the market, an organization may have to plan how to regain market share The organization will have to relook at business processes and improving aspects such as productivity through improved resource utilization It is also necessary for organization to reduce labour costs, such decisions clearly interplay employment relations Finances of the organization are also central to all aspects of organization employment relations (trade unions to negotiate good wage increases for the workers) Management is also responsible for business growth or turnaround plans, in this regard, these plans can have impact on labour relations aspects. 2024/07/21 Dr C Mabaso 41 The interplay between ER and the broader environment – Organization-related factors Structural factors The way in which work is designed or organised is an area of direct interface with ER. This relates to how an organization is structured, which also interplays with employment relations Structural factors include: span of control, formal structures for communication, centralised/decentralised structure. The emphasis on formal structures for communication and control (too many forms, rules, regulations), these can also interfere with the quality of employment relations When employees are not well informed or decisions do not filter through them quickly enough, uncertainties and dissatisfaction may arise Frustration and productivity in both parties may lead to poorer employment relations Organisations with highly centralized structure will have different employment relations dynamics to one which operates along the lines of decentralization. 2024/07/21 Dr C Mabaso 42 Nature and context of organisation This includes contextual factors such as ownership, size, geographical distribution and location of the organisation. The more employees an organization has and the more widely diffused its operations and sites are, the more challenging it may be. Therefore, the organization have to establish an effective communication system Additionally, organisations that are spread over the globe have to manage its employees and interactions with other role-players such as worker representatives and trade unions in accordance with relevant labour legislations of those countries Organisations with different dynamics (e.g.Bidvest) require different skills set and they can also have different trade unions since these companies might be operating in different sectors (mining, manufacturing, logistics etc.) The actual industry or sector in which an organisation exists interplays with ER as well as cultural aspects of organisations. It is clear that the dynamics of employment relations are largely intertwined with numerous other factors and variables both within and outside organisations stretching from politics and economic issues QUESTIONS 1. “There is no ‘field of study’ such as Employment Relations. The field of study is actually Human Resource Management (HRM), and labour relations forms a small and almost insignificant part of HRM as field of study, theory and practice.” Critically discuss this statement. 2. What is meant by the individual and collective dimensions of employment relations? Provide a concise explanation, with examples of how these dimensions manifest themselves in practice. 3. What does the “tripartite” nature of industrial relations systems refer to? 4. What is social justice, and how does it relate to employment relations? What is distributive justice, and how is it relevant to employment relations? Substantiate fully and give examples to support your viewpoints. 5. Identify and explain at least five “sources” or “bases” of power, and explain how these may have relevance to employment relations. 6. Which “macro-external” variables or factors interplay with employment relations? Can these play a role in employment relations at the level of the organisation (micro-level)? Explain and give examples.  GUIDELINES FOR HRM2BB2 TEST STUDENTS, PLEASE NOTE THAT THIS IS NOT A SCOPE BUT TO HELP YOU TO STRUCTURE YOUR STUDYING FOR THE UPCOMING TEST!!! LEARNING UNIT 1: The evolving field of study: from Industrial Relations to Employment Relations Ideological, theoretical perspective Multidimensional employment relations Key ingredients that make ER dynamic The interplay between ER and its broader environment LEARNING UNIT 2: Actors, stakeholders and role players in ER o Employer parties GUIDELINESS o Employee parties o The State Other ER Players FOR TEST 1 LEARNING UNIT 3: Development of ER in South Africa The legal perspective of the employment relationship Freedom of association and general protection Trade union and employer organisation Organisational rights Bargaining Councils, Statutory Councils Collective agreements Legislations that impact ER o Basic Condition of Employment Act o National Minimum Wage o Employment Equity o Unemployment Insurance Act 2022/02/08 Dr C Mabaso 45 Q&A session 2022/02/08 Dr C Mabaso 46