South African
Employment
Relations
Theory
and
practice
SIXTH EDITION
v
"
PS Nel | M Kirsten | BJ Swanepoel
BJ Erasmus I P Poisat
CONTRIBUTOR
MME Holtzhausen
B 365602
Van Schaik
PUBLISHERS
Table of contents
Part A Employment relations: a macro-perspective
Chapter 1 Introducing the fundamentals of employment relations
Introduction
3
1.1 In search of a definition: from industrial relations to employment relations . 4
1.2 Theoretical perspectives and ideologies of the conflict /common-ground
dynamic in employment relations
6
1.2.1 The pluralist perspective
7
1.2.2 The unitarist perspective
7
1.2.3 The radical perspective
8
1.2.4 Corporatism and concertation
8
1.2.5 Room for alternative perspectives or ideologies?
9
1.3 A contemporary South African perspective of employment relations as a
field of study
10
1.3.1 Societal embeddedness of the multidimensional employment
relationship
10
1.3.2 The role players and stakeholders in employment relations: a
preview
13
1.4 Key ingredients of employment relations dynamics
14
1.4.1 The centrality of justice perceptions in employment relations
14
1.4.2 Conflict dynamics
19
1.4.3 Power dynamics
21
1.4.4 Cooperation and common-ground dynamics
22
1.5 The interplay between employment relations and its broader environment:
implications for management and organisational success
24
1.5.1 Macro-external factors
25
1.5.2 Organisation-level factors
29
Approach and structure of this book
31
Questions
31
Case study 1.1
33
References and further reading
35
Chapter 2 The employment relations role players
Introduction
2.1 Management and employers' organisations
2.1.1 General
2.1.2 Employers' organisations
2.1.3 Sectoral employers' organisations
2.1.4 Collective interest groups
2.1.5 Business Unity South Africa
2.1.6 Competitors
2.2 Trade unions
2.2.1 General
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2.2.2 Types of trade union
2.2.3 Why do workers join trade unions and mobilise? A few behavioural
perspectives
2.2.4 Some trade union anatomy: functionality and modus operandi
2.2.5 National and international cooperation, affiliation and
representation
2.2.6 Benefit schemes
2.2.7 Trade union structure
2.2.8 The shop steward
2.2.9 The South African trade union movement: some trends and
dynamics
2.2.10 Customers
L ... .^.,
2.3 The role of the state
2.3.1 General
2.3.2 State governance and processes
2.3.3 The role of the Department of Labour
2.3.4 State involvement in various labour-related bodies
2.3.5 The National Economic Development and Labour Council
(Nedlac)
2.3.6 The state as an employer
Summary
Questions
Case study 2.1
References and further reading
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Chapter 3 The development of employment relations in South Africa
Introduction
3.1 The period from 1652 to 1870
3.2 The period from 1870 to 1924
3.3 The period from 1924 to 1956
3.4 The period from 1956 to 1979
3.5 The period from 1979 to 1994
3.6 The period from 1994 to 2004
3.7 The period from 2004 onwards
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3.7.1 Socio-political change
3.7.2 Employer and business developments
3.7.3 Union developments
3.7.4 Legal environment
Summary
Questions
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Case study 3.1
Case study 3.2
References and further reading
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Chapter 4 Core labour legislation impacting on the employment relationship
Viii
Introduction
4.1 The employment relationship: legal perspectives
4.1.1 The contract of employment
4.2
Background to the development of the Labour Relations Act No. 66 of
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1995
4.3 Main elements of the South African system of employment relations
4.3.1 Labour relations in terms of the Constitution
4.4 Freedom of association and general protection
4.4.1 Protection of employees and persons seeking employment
4.4.2 Protection of employers' rights
4.4.3 Rights of trade unions and employers' organisations
4.4.4 Procedure for disputes
4.5 Trade unions and employers' organisations
4.5.1 Registration of trade unions or employers' organisations and
records to be kept
:
4.5.2 Functions of the registrar for labour relations,.4.6 Organisational rights
4.6.1 Certain organisational rights for trade unions party to a council
4.6.2 Exercising organisational rights
4.6.3 Disputes about organisational rights
4.7 Bargaining councils
4.7.1 Powers and functions of a bargaining council
4.7.2 Registration of a bargaining council
4.7.3 Constitution of a bargaining council
4.7.4 Dispute resolution in bargaining councils
4.7.5 Binding nature of collective agreements concluded in bargaining
councils
4.7.6 Appointment and powers of designated agents of bargaining
councils
4.8 Statutory councils
4.8.1 Application to establish a statutory council
4.8.2 Establishment and registration of a statutory council
4.8.3 Establishment and registration of statutory councils in the absence
of an agreement
4.8.4 Powers and functions of statutory councils
4.8.5 Ministerial determinations
4.8.6 Disputes about determinations
4.9 Bargaining councils in the public service
4.9.1 Bargaining councils in sectors in the public service
4.9.2 Dispute resolution committee
4.10 Collective agreements
4.10.1 Disputes about collective agreements
4.10.2 Union security arrangements
4.10.3 Agency shop agreements
4.10.4 Closed shop agreements
4.10.5 The closed shop and balancing of interests
4.11 Commission for Conciliation, Mediation and Arbitration (CCMA)
4.11.1 Functions of the CCMA
4.11.2 Governing body of the CCMA
4.11.3 Accreditation of, and subsidy to, councils and private agencies
4.11.4 Resolution of disputes under the auspices of the CCMA
4.11.5 Resolution of disputes through conciliation
4.11.6 Arbitration of disputes
4.11.7 Resolution of disputes by "Con-arb"
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4.11.8 Powers of a CCMA commissioner when attempting to resolve
disputes
4.12 The Labour Court
4.12.1 Problems experienced by the Labour Court for the past ten years
4.13 Labour Appeal Court
Summary
Internet exercise
Questions
Case study 4.1
Case study 4.2
References and further reading
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Chapter 5 Other labour legislation in South Africa
Introduction
5.1 The Basic Conditions of Employment Act No. 75 of 1997
5.1.1 Purpose and application of the Act
5.1.2 Working time
s
5.1.3 Leave
5.1.4 Remuneration, deductions and notice of termination
5.1.5 Administrative obligations
5.1.6 Prohibition on the employment of children and forced labour
5.1.7 Variation of the basic conditions of employment
5.1.8 Sectoral determinations
5.1.9 Monitoring, enforcement and legal proceedings
5.2 Skills Development Act No. 97 of 1998 and the Skills Development Levies
Act No. 9 of 1999
5.3 Compensation for Occupational Injuries and Diseases Act No. 130 of 1993 ..
5.4 Occupational Health and Safety Act No. 85 of 1993
5.4.1 Advisory Council for Occupational Health and Safety
5.4.2 Duties of employers regarding health and safety at work
5.4.3 Duties of employees regarding health and safety at work
5.4.4 Penalties for offences
5.4.5 Victimisation
5.4.6 National Occupational Health and Safety Bill
5.5 Employment Equity Act No. 55 of 1998
5.5.1 Equality: background information
5.5.2 Differences between formal and substantive equality
5.5.3 Affirmative action measures: Section 15 of the Employment Equity
Act No. 55 of 1998
5.5.4 Concluding remarks regarding employment equity
5.6 The Unemployment Insurance Act No. 63 of 2001
5.6.1 The scope of the Act
5.6.2 Duties of employers
5.6.3 Benefits and allowances
5.7 Broad-Based Black Economic Empowerment (BBBEE) Act No. 53 of 2003 ...
5.7.1 Overview of the major requirements of the Act
5.7.2 Concluding remarks concerning BBBEE
Summary
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Questions
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Case study 5.1
Case study 5.2
Appendix A Employment Equity Act No. 55 of 1998
References and further reading
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Part B Employment relations: a micro-perspective
Chapter 6 Collective bargaining and negotiation
Introduction
6.1 The role of collective bargaining in employment relations
6.2 Collective bargaining challenges
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6.3 The nature of collective bargaining
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6.3.1 Communication process
6.3.2 Economic process
6.3.3 Negotiation process
6.3.4 Trade union activity
6.3.5 Management style or technique
6.3.6 Conflict-control mechanism
6.4 Bargaining approaches and structures
6.4.1 Bargaining approaches
6.4.2 Bargaining structures
6.5 Collective bargaining and conflict
6.5.1 Meaning of conflict
6.5.2 Characteristic features of conflict
6.5.3 Causes of conflict
6.6 Types of conflict
6.6.1 Real conflict
6.6.2 Perceived or felt conflict
6.6.3 Constructive and destructive conflict
6.6.4 Frictional and strategic conflict
6.7 Union-management conflict
6.8 Conflict resolution
6.8.1 The conflict resolution process
6.8.2 Conflict resolution by either mediation or arbitration
6.8.3 Conflict resolution by confrontation
6.9 Stages of conflict in practice
6.10 Negotiation
6.11 Rituals in negotiations
6.12 Preparing for negotiations
6.13 The negotiation process
6.14 The contract administration phase of collective bargaining
6.15 Some worldwide collective bargaining trends
6.16 Collective bargaining in South Africa
6.16.1 Bargaining structures according to the Labour Relations Act No. 66
of 1995
6.17 Decentralised collective bargaining structures
6.17.1 Plant-level recognition agreements
6.17.2 Collective agreements
Summary
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Questions
Case study 6.1
Case study 6.2
References and further reading
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Chapter 7 Industrial action and strike handling
Introduction
7.1 Strikes as an expression of organised collective conflict in industry
7.1.1 Definition of a strike
7.1.2 Types of strikes
7.1.3 Reasons for strikes
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7.2 The e m p l o y e r ' s recourse to lockout
7.3 Strikes and lockouts according to the Constitution a n d the Labour
Relations Act N o . 66 of 1995
7.3.1 The right to strike and recourse to lockout
7.3.2 Protected a n d unprotected strikes and lockouts
7.3.3 Consequences of protected strikes and lockouts
7.3.4 Consequences of unprotected strikes a n d lockouts
7.3.5 Dismissal of strikers
7.4 Secondary strikes
7.5 Essential and maintenance services
7.5.1 Essential services
7.5.2 Maintenance services
7.6 Replacement labour
7.7 Picketing
7.8 Strike handling and contingency planning
7.8.1 The objectives of a contingency plan
7.8.2 Preparation for a strike
7.8.3 Action d u r i n g the strike
7.8.4 Action after a strike
7.9 Negotiation, mediation and arbitration for dispute resolution preventing
strikes
7.9.1 Negotiation
7.9.2 Mediation
7.9.3 Arbitration
Summary
Questions
Case study 7.1
Case study 7.2
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Appendix A Picketing
References and further reading
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Chapter 8 Organisation-level perspectives: strategy and policy, procedures and
practices
xii
Introduction
8.1 Employment relations management: some issues and challenges
8.1.1 What management entails: a brief and simplified synopsis
8.1.2 The management of employment relations at organisational level
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8.2 Aspects of planning and organising employment relations in organisations:
strategy and policy decisions
8.2.1 Employment relations strategy
8.2.2 Linking strategy to policy and procedures
8.3 Some key employment relations procedures and practices
8.3.1 Grievance procedures
8.3.2 Procedures and practices related to discipline and dismissal
8.3.3 Dismissal based on operational requirements of the employer
8.3.4 Legal remedies for unfair dismissal
Summary
Questions
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Case study 8.1
>:... .-r:
Case study 8.2
Appendix A: Disciplinary Code and Procedure for XYZ Company
Appendix B: Example of a retrenchment procedure
References and further reading
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Chapter 9 Industrial democracy, participation and cooperation
Introduction
9.1 The concept of democracy
9.1.1 Political democracy
9.1.2 Democracy within an economic context: industrial democracy
9.2 The concepts of employee participation and involvement
9.2.1 Elements of participation
9.2.2 Degrees of power sharing in participation
9.3 Participation from within or outside an organisation
9.4 Direct and indirect participation
9.4.1 Direct worker participation
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9.4.2 Indirect worker participation
9.5 Different levels of participation
9.6 Techniques of worker participation and involvement
9.6.1 Participation by suggestion
9.6.2 Participation through quality circles
9.6.3 Participation through teams
9.6.4 Participation through consultation
9.6.5 Participation through codetermination
9.6.6 Participation by self-government
9.7 Workplace forums
9.7.1 The role of workplace forums
9.7.2 How workplace forums are established
9.7.3 Drafting the constitution of a workplace forum: requirements and
guidelines
9.7.4 Electing workplace forum representatives
9.7.5 How workplace forums function
9.7.6 How workplace forums are dissolved
9.7.7 Failure of workplace forums to promote effective worker
participation
Summary
Questions
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Case study 9.1
Case study 9.2
References and further reading
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Chapter 10 Managing human resources: challenges integral to South African
employment relations
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Introduction
10.1 Traditional HR functions and processes
10.1.1 Acquiring people
10.1.2 Utilising employees' potential
10.1.3 Developing people
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10.1.4 Remunerating employees
10.2 Some more general and broad-range contemporary issues
10.2.1 Employment equity and affirmative action
10.2.2 HR and diversity in organisations and society
10.2.3 Broad-Based Black Economic Empowerment (BBBEE)
10.2.4 Employee wellness
10.2.5 Corporate governance and social responsibility
10.2.6 Ethics and reputation management
10.3 People in society
Summary
Questions
Case study 10.1
Case study 10.2
References and further reading
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Index
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