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Summary BUS2018F Exam Notes: Employee Relations Section €9,62
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  3. University Of Cape Town (UCT)
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  5. BUS2018F Organisational Behaviour and Employee Relations

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Summary BUS2018F Exam Notes: Employee Relations Section
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  • Vak
  • BUS2018F Organisational Behaviour and Employee Relations
  • Instelling
  • University Of Cape Town (UCT)

Comprehensive study notes for the Organisational behaviour section of Bus2018f. Integrates my lecture notes with all the info in the textbook. Textbook Bendix, S. (2010). Labour relations in practice: An outcomes based approach. Cape Town: Juta.

Voorbeeld 8 van de 50  pagina's

Document informatie

  • 23 juni 2017
  • 50
  • 2015/2016
  • Samenvatting

Onderwerpen

  • bus2018f
  • employee relations
  • organisational psychology
  • org psy
  • uct

Geschreven voor

  • University of Cape Town (UCT)
  • BUS2018F Organisational Behaviour and Employee Relations
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Voorbeeld van de inhoud

Intro To Employee relations
Definition
Aim
 Create and maintaining a positive relationship between employee and
employer
o Result of an positive employee-employer relationship
 Greater productivity
 Greater moral
 Greater motivation
 Prevent and resolve problems

How it does this
 Designs, creates and implements ER
o Policies
o Practices
o Policies
o Frameworks
o Procedures
 These policies, practices, … , and procedures then regulate
o Concerns
o Conflict
o Disputes

Examples
 Disciplinary policy
 Poor performance policy

,The Employment relationship
 Organisation/employer  Employees  Goal
o Organization/employer employs the employees
o Employees work to achieve goals
 Organizationemployees= primary relationship
o Good primary relationship= achieved organizational goals
o Bad primary relationship = no performance by employees
 Therefore preventing goal from being achieved

,Stakeholders in organisations
General
 Together they make up an organisation

The Employer Party
Role
 Conceptualises and founds the organisation
 Provides funding
 Formulates the vision and mission
 Develops a strategic plan
o Continuously re-evaluates and adapts
 Establishes policies and procedures governing
o financial affairs
o structure
o various functions within the organisation
 Monitors and controls organisational functioning

Perspective
 Concered with
o Cost
o Efficiency
o Image
o Change
o Growth and development

Management
Role
 Provides input and helps various employer roles
o vision
o mission statement
o strategic plan
 may even develop this subject to the approval of the employer
 Establishes policies and procedures
o That deal with the day-to-day running
 Directs and controls the various functions
o On a day-to-day or month-to-month basis
 Employs people to work in the organisation
 Oversees the work and performance of employees
 Monitors the financial affairs of the organisation
 Liaises with external stakeholders

,The Employee Party
Role
 Perform the job for which they are employed to do
 Provide input on work process or department’s functions
o Only when called upon
o Usually the experienced and trusted employees
Perspective
 Concered with
o Wage
o Job security
o Job satisfaction
o Recognition
o Control
o Fair treatment
o Respect

Shop stewards
Role
 Represents employees vis-à-vis management
o Middleman between the employee an employer
 Still an employee themselves
 Have their own job not directly related to the employee-
employer relationship
o Meets with management to represent employee interests or raise
employee concerns
o Represents employees during grievance and disciplinary procedures
 Represents the interests of the union in the organisation
o Arranges meetings with employees
o Reports back to the union
 Performs the job for which he/she was employed


Conflict
Cause of conflict
 Interaction between employees with different perspectives

Result of conflict
 Negatvely affect
o The employment relationship
o Organisation’s bottom line

,Policies and Procedures
Definition
 Frameworks
o Step by step guides
o How to deal with resolve difficulties

What it does
 Govern behaviours
o Of all parties in the organisation
o To minimize conflict

Results
 Minimizes conflicts
 Therefore helps an organisation function effectively


Areas of Employee Relations
 Legal Compliance
o Health & Safety Legislation
o Training Legislation
o Employment Equity Legislation
o Contracts – BCEA Compliant
 Collective Labour Law Negotiations and Disputes
 Conflict & Communication - Grievances
 Discipline
 Dismissals
 Industrial Relations Disputes

,Role of Employee Relations Manager/Officer
Dealing with frameworks policies and procedures
 Promote fair and equitable practices in the organisation
 Formulate policies and procedures
o That provide a framework for the conduct of the relationship
 Contributing to the strategic objectives of the organisation by alerting planners
to the IR implications
 Gate keeping of all interactions, processes and practices within the
organisation
o To ensure they are legal
 Conform to the relevant legislation
 Conform to the code of good practice
 Conform to agreements between the parties

Dealing with communication, negotiation and conflict
 Dealing with conflict
o Preventing conflict by
 Identifying potentially flammable situations
 Then effecting the necessary interventions
o Mediating conflicts which do arise
 Assisting and advising
o Managers in their dealings with employees
o Employees in their dealings with managers
 Ensure continuous communication and training so that
o Employers/managers and employees are conversant with their
respective rights and obligations
 Assist with negotiation of agreements
o By interacting with employee representatives
 Advising on the handling of industrial action and the processing of unresolved
disputes

,Understanding Legislation
SA’s labour framework
Early labour laws
 1658= slave trade
o Boer farmers gave slaves squatting rights in exchange for work
o This was the earliest record of labour practices
 Started to govern the employment relationship
o Smuts implemented the Canadian Model
 In 1909
 Still used today

Canadian Model
History
 Smuts implemented the Canadian Model
o In 1909
o Still used today

Dispute of interest
 Resolution through
o Negotiation
o Collective bargaining
 Mediated by
o CCMA
 Often a power play between the parties

Dispute of right
 Internal Process
o Conciliation
 By CCMA
o Arbitration
 By CCMA
 Can appeal the decision

Apartheid
• Discrimination based on race
• Job reservation
• Training and development rules
• Different education systems

Two Areas of labour law
 Individual
 Collective

, The Tripartite Relationship




SA labour Law Structure/Heirarchy
1. Constitution
 Governs all
 Applies to all laws
2. Statutory Laws
 Contained in Acts and Legislation
3. Common Law
 Contracts
 Precedents
 Case law

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