Well-structured LRM2601 Assignment 6 (ANSWERS) Semester 2 2024 - DISTINCTION GUARANTEED. (DETAILED ANSWERS - DISTINCTION GUARANTEED!)..... Read the case study and then answer the questions that follow.
A TOUGH SITUATION AT GOLDEN WHEELS TRANSPORT SERVICES
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LRM3601 ASSIGNMENT 2 SEMESTER 2 2024 Lerato is the newly appointed risk manager of the organisation. Lerato reports to Mr Hlongwane. During the rst six months of her employment, she monitored the p...
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LRM2601
Assignment 6 Semester 2 2024
Unique Number:
Due Date: 6 November 2024
QUESTION 1
1.1 Example of Perceived Distributive Injustice: The specific example of distributive
injustice in the case is that employees’ overtime earnings, which constitute a significant
part of their income, have been cut, while senior managers, including Mr. Mkhize, continue
to receive annual bonuses despite the company’s financial challenges.
The equity criterion evaluates fairness based on the proportional relationship between
individuals' contributions and their rewards. Employees feel this decision is unfair because
they work extended hours and rely on overtime to make ends meet, yet they are denied
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QUESTION 1
1.1 Example of Perceived Distributive Injustice: The specific example of
distributive injustice in the case is that employees’ overtime earnings, which
constitute a significant part of their income, have been cut, while senior managers,
including Mr. Mkhize, continue to receive annual bonuses despite the company’s
financial challenges.
Explanation using the Equity Criterion: The equity criterion evaluates fairness
based on the proportional relationship between individuals' contributions and their
rewards. Employees feel this decision is unfair because they work extended hours
and rely on overtime to make ends meet, yet they are denied this essential income
while senior managers receive bonuses. This discrepancy in rewards undermines
the perceived fairness of the distribution of income within the company, as those
most dependent on overtime earnings are penalized, whereas higher-ranking staff
continue to receive additional benefits.
1.2 Example of Perceived Procedural Injustice: An example of procedural
injustice is when Mr. Mkhize held a meeting to explain the reduction of overtime but
did not allow employees to ask questions, make suggestions, or discuss alternative
cost-saving options. Additionally, when Sipho proposed exploring other measures to
reduce costs without affecting overtime, Mr. Mkhize dismissed his suggestion
outright.
Explanation using Procedural Justice Criteria:
• Representativeness: This criterion requires that all stakeholders impacted by
a decision should have their views considered in the decision-making
process. Mr. Mkhize did not allow employees to voice their opinions or
propose alternatives during the meeting, thus failing to represent their
interests in the decision-making process. This lack of representation led
employees to perceive the process as dismissive and unfair.
• Bias Suppression: Bias suppression requires that decision-makers avoid
favoritism and personal biases. In this case, Mr. Mkhize showed favoritism
towards senior management by disregarding the employees’ need for
overtime income while still preserving bonuses for higher-level managers. His
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dismissive response to employees’ suggestions and concerns further
suggests that his approach was biased in favor of management, contributing
to employees’ perception of an unfair and one-sided process.
1.3 Explanation of Perceived Unfairness and Impact on Trust: Mr. Mkhize’s
actions were perceived as unfair because he not only cut essential income for
employees but also dismissed their concerns without considering their input or
exploring alternatives. His approach contradicted his stated intent to protect their
best interests, as employees observed that he continued to protect benefits for
senior management. This perceived inconsistency between Mr. Mkhize’s words and
actions eroded employees' trust in management, as they felt that their well-being
was secondary to the interests of those in higher positions. Consequently, this lack
of trust has likely contributed to the growing support for union representation as
employees seek a fairer balance of power and accountability in their workplace.
QUESTION 2
2.1 Management’s Employment Relations Responsibilities: Key Functions of
Planning, Leading, Organising, and Controlling
As the Employment Relations Manager, my role is to ensure a balanced relationship
between management and employees, aiming to sustain a healthy, efficient, and fair
work environment. Let me explain how I am applying the four key management
functions in employment relations.
1. Planning: Planning is essential in employment relations to anticipate changes
and prepare solutions that serve both the company's goals and employees'
needs. Given the rising fuel costs and new environmental regulations, our
financial outlook changed. These factors necessitated a strategic cost-
reduction plan, which included the difficult decision to limit overtime. My goal
was to avoid retrenchments and to protect as many jobs as possible while
ensuring that the company remains financially stable. However, I
acknowledge that I could have planned better by actively involving employees
in discussions about cost-saving measures before implementing the decision.
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