The document discusses the role of human resources in maintaining effective working relationships with trade unions in South Africa. It provides historical context on labour laws and collective bargaining in SA. The key roles of HR include supporting managers in negotiating labour agreements, resolving grievances through training on dispute resolution, facilitating non-adversarial interest-based bargaining, and organizing regular communication between management and union officials to build relationships and discuss workplace changes. Taking these actions can help create a cooperative and participative environment as intended by South Africa's progressive labour laws.
Employer-employee relationship in IslamMasum Hussain
Labor relation is an important relationship of the modern market economy, and harmonious labor relation is not only conducive to promote social harmony, but also the reflection of the core competitiveness of enterprises, which is also important to the value achievement of workers. Research on the conflicts of labor relations has increasingly presented the features of intervening from the perspective of human resource management. Based on this, this article puts special emphasis on the following three aspects to promote the establishment of harmonious labor relations: strengthen the position of the core indicators of employee satisfaction, design system of remuneration based on benefit-sharing, upgrade cost consciousness of related professionals.
Labor relations got much attention from researchers and managers, and the intensification of labor relations conflict has brought heavy pressure to the community and enterprises. As Islamic economy continuously transformed too rapidly, Islamic labor relations have been replaced by market-oriented labor relations, with the intensification of labor relations conflict, such as Foxconn incident, has caused widespread concern. In the context of continuous improvement in the quality of workers, simple and crude solutions cannot meet the needs of the times, therefore, how to properly deal with the conflicts of interest between employers and employees and to build harmonious labor relations has become an unavoidable reality question at the present stage of Islamic society. The Muslim community and the labor movement share the common goals of social justice, economic fairness, and fair treatment in the workplace. In fact, the history of Islam is rooted in a firm stand against economic exploitation. When Prophet Muhammad ibn (son of) Abdullah, may Allah be pleased with Him, began preaching Islam in Mecca, it shook up an unjust economic structure that allowed the rich to take advantage of the poor. Before Prophet Muhammad departed, he left behind The Holy Qur'an, a book filled with guidance on how men and women should treat each other in various situations, including the workplace.
This excerpt from Peter Bergeron's "Union Proof: Creating Your Union-Free Strategy" provides the most vital areas to address when creating an environment in which unions are unnecessary.
Get free samples on every modules to score top grades in your assignments. If you need any help regarding assignment writing, then contact our experts now.
Employer-employee relationship in IslamMasum Hussain
Labor relation is an important relationship of the modern market economy, and harmonious labor relation is not only conducive to promote social harmony, but also the reflection of the core competitiveness of enterprises, which is also important to the value achievement of workers. Research on the conflicts of labor relations has increasingly presented the features of intervening from the perspective of human resource management. Based on this, this article puts special emphasis on the following three aspects to promote the establishment of harmonious labor relations: strengthen the position of the core indicators of employee satisfaction, design system of remuneration based on benefit-sharing, upgrade cost consciousness of related professionals.
Labor relations got much attention from researchers and managers, and the intensification of labor relations conflict has brought heavy pressure to the community and enterprises. As Islamic economy continuously transformed too rapidly, Islamic labor relations have been replaced by market-oriented labor relations, with the intensification of labor relations conflict, such as Foxconn incident, has caused widespread concern. In the context of continuous improvement in the quality of workers, simple and crude solutions cannot meet the needs of the times, therefore, how to properly deal with the conflicts of interest between employers and employees and to build harmonious labor relations has become an unavoidable reality question at the present stage of Islamic society. The Muslim community and the labor movement share the common goals of social justice, economic fairness, and fair treatment in the workplace. In fact, the history of Islam is rooted in a firm stand against economic exploitation. When Prophet Muhammad ibn (son of) Abdullah, may Allah be pleased with Him, began preaching Islam in Mecca, it shook up an unjust economic structure that allowed the rich to take advantage of the poor. Before Prophet Muhammad departed, he left behind The Holy Qur'an, a book filled with guidance on how men and women should treat each other in various situations, including the workplace.
This excerpt from Peter Bergeron's "Union Proof: Creating Your Union-Free Strategy" provides the most vital areas to address when creating an environment in which unions are unnecessary.
Get free samples on every modules to score top grades in your assignments. If you need any help regarding assignment writing, then contact our experts now.
Despite some progress in advancing the agenda on aid effectiveness for development results,
trade unions contend that much more needs to be done if the Paris Declaration/Accra agenda for action processes are to move significantly forward in terms of real development effectiveness.
Given the shortcomings of the neo-liberal paradigm that has dominated development policy-making and caused persistent poverty and a huge decent work deficit, trade unions call for a
more comprehensive development paradigm that shifts from aid to development effectiveness.
Development effectiveness is defined by trade unions as the generation of positive social
outcomes in terms of decent work, social protection, social dialogue, respect for human and
trade union rights, gender equality, environmental sustainability, and the enjoyment of decent livelihoods and well being by all. To achieve development effectiveness, trade unions call for the adoption by the Fourth High Level Forum of a Busan Declaration on Development
Effectiveness which should address three major goals:
I) Achieving development effectiveness,
II) Realizing the commitments made on aid effectiveness, and
III) Supporting trade union and CSO’s as development actors in their own right.
Frame Work of Employee Relation Law , Lahore Garrison Universitytouseefaq3
Employee relations consist of all those areas of human resource management that involve relationships with employees-directly or through collective agreements where trade unions are recognized.
Employee relations practices include formal processes, procedures and channels of communication.
Aligning Strategy with PracticeChapter 14L.docxnettletondevon
Aligning Strategy with Practice
Chapter 14
Learning Objectives
After reading this chapter you should be able to:
Explain the concepts of vertical and horizontal alignment.
Identify the specific human resource practices that fit within each of the basic HR strategies.
Understand how basic competitive and HR strategies can vary, what role human resources can play in strategy formulation, and why human resource management is important for small organizations.
Describe how the field of human resource management is likely to change in upcoming years.
How Can Alignment of HR Practices Make an Organization Effective?
Each human resource practice is in alignment when it is in its proper place relative to other practices and strategic objectives.
Two Types of Alignment
Vertical
Horizontal
Each human resource practice is in alignment when it is in its proper place relative to other practices and strategic objectives.
There are two basic forms of alignment that are commonly discussed as part of strategic management.
Vertical
Horizontal
WHAT ARE TWO BASIC FORMS OF STRATEGIC ALIGNMENT? (LO1)
Figure 14.1 Vertical and Horizontal Alignment
Vertical Alignment
Refers to the positioning of an organization’s human resource management strategy to support the competitive business strategy.
For example the organization might be out of vertical alignment if it seeks to differentiate its products through innovation but adopts a Bargain Laborer HR strategy
Horizontal Alignment
This alignment is concerned with the coordination of parts within the organization.
In human resource management, horizontal alignment refers to the fit of specific practices with other practices.
The selection practice of hiring team players aligns with the performance appraisal practice of reducing competition among employees.
The other form of fit, known as horizontal alignment, concerns the coordination of parts within the organization.
In the specific case of human resource management, horizontal alignment refers to the fit of specific practices with other practices.
The selection practice of seeking employees who are likely to be team players aligns with the performance appraisal practice of reducing competition among employees, for example.
In contrast, practices would not be horizontally aligned if the selection practice focused on hiring team players but the performance appraisal practice emphasized competition and individual achievement.
The selection practice of seeking employees who are likely to be team players aligns with the performance appraisal practice of reducing competition among employees,
HOW DO HR PRACTICES ALIGN WITH ONE ANOTHER? (LO2)
Core Human Resource Practices
Core Human Resource Practices
HR Practices
WHAT ARE SOME OTHER HR ISSUES? (LO3)
Turnaround Strategy
Companies using this strategy lay off employees and look for new approaches to production.
This strategy is compatible with.
3. Overview
The South African Labour Relations is very
dynamic and aggressive in nature
Although that’s the case, it is amongst the best
labour relations legislations in the world
Why is that?
The Labour Relations Act 66 of 1995 (as
amended) seeks to strike a balance between
the employer & employee interests
There is law governing [1] the relationship between
employers and individual employees (employment law),
and
Legal rules governing relationship between employers
and employee collectivities, or between management
and organised labour (collective labour law).
4. Highlights of SA Historical Background
Between 1911 and 1918 a succession of laws was
promulgated in South Africa with various sectors and labour
in general
After large scale industrial unrest on the Witwatersrand in
1992 was a comprehensive attempt made to regulate
relations between management and organised labour, i.e.:
Industrial Conciliation Act of 1924
Wage Act, 1925
Industrial Conciliation Act in 1937
Botha Commission of Inquiry led to legislation that had a far-
reaching effect the labour structure
The Commission recommended that black trade unions
should be dealt with in separate legislation
In 1953, The Black Labour Relations Regulations Act
This resulted in “dualistic system of labour relations”:
Blacks LR
Whites, Indians, Coloureds until beginning of the 1980’s
Following recommendations from the Wiehahn Commission,
the country's labour laws were deracialised, significant
amendments were made to the Industrial Conciliation Act →
renamed to Labour Relations act 28 of 1956
5. Highlights of SA Historical Background (cont.)
The current LRA, Act 66 of 1995 brought another turning point
Its broad agenda focused on:
o Co-operative
o Encourages union-management cooperation
o Transformed bargaining styles.
The aims of the current LRA are wider and more ambitious than
those of its predecessor, which aimed mainly at avoiding
industrial unrest
Whilst the 1956 LRA left it to the labour courts to encourage
collective bargaining as preferred method of resolving
workplace disputes, the current LRA expressly commits
employers and employee to workplace democracy
Which entails active promotion of participative management
and join-decision making
6. What Is HR’s Role
in Maintaining Effective Working Relationships
with Trade Unions?
7. Negotiating Labour Agreements
Labour unions protects workers rights and negotiate for better
employment terms and conditions through collective bargaining
A healthy working relationship between management and
union officials is vital to prevent and resolve workplace disputes
The HR department supports, guides and trains managers to
help the maintain effective working relations with unions
For example:
Building Trust in the Workplace
Managing Unionised Environments
Labour Relations Foundations
Strategic Grievance Handling
Strategies for Workplace Conflict
Why this kind of training is important?
Given our historic background
It defined the culture of bargaining
Shaped the future approach
Created gaps and trust issues
Given leadership competences
Given organisational culture etc.
8. Negotiating Labour Agreements (cont.)
When a workforce becomes unionised, the company negotiates
a labour agreement with local union officials
The labour agreement governs the relationship between the
company and the union
It lists items that are subject to collective bargaining, such as:
Wages
Benefits
Discipline, and but not limited to
Training.
It also reserves certain items to the sole authority of
management, such as which product to produce and the
location of production
HR helps managers prepare for negotiations by gathering
relevant data and helping plan the bargaining strategy
The union officials do the same
9. Resolving Grievances
While the labour agreement is the foundation for the
relationship, most of the day-to-day interaction between the
union and management involves the practicalities of
implementation, as no agreement can account for every
eventuality
When disputes arises, the union raises a grievance on behalf of
its members or group members
HR supports supervisors to resolve grievances in a positive and
constructive manner by providing:
Training on the content of the labour agreement
Skills required to deal with grievances rationally and objectively and or,
Standards, guidelines, policies and procedures
HR can also conduct training on the following:
Building Trust in the Workplace
Managing Unionised Environments
Labour Relations Foundations
Strategic Grievance Handling
Strategies for Workplace Conflict
10. Implementing Non-Adversarial Negotiations
Traditionally, our labour relations history tells us that the
relationship between management and the union has been
adversarial
With both parties engaged in position-based bargaining
But our current LRA, encourages collective bargaining and
employee participation
As such, companies are implementing non-adversarial
negotiations, such as “interest-based” bargaining
Interest-based bargaining requires parties to invest time and
effort to understand each others interests and helps them
develop a more constructive relationship over time
What is the role of HR then?
HR can assist managers to move toward interest-based
bargaining by providing training and coaching
HR professionals can also support managers by sourcing best-
practice examples of interest-based bargaining from their HR
networks
11. Facilitating Communication between Management &
Union Officials
Unions have a significant effect on management decision-
making
They challenge supervisory authority and prevent a company
from formulating HR policy unilaterally
Such restrictions can create tension between management and
the union
However, managers benefit from meeting regularly with unions
to build their relationship and discuss forthcoming changes in
the workplace that will impact employees’ terms and conditions
How can HR be off assistance?
HR Can facilitate communication between management and
union officials by organising meetings, providing guidance and
sharing expertise
12. Facilitating Communication between Management &
Union Officials - Example
How can HR be off assistance?
HR Can facilitate communication between management and
union officials by organising meetings, providing guidance and
sharing expertise
Area / Line
Meetings
Union /
Management
Meetings
Business
Committee
Meetings
Negotiating
Committee
Central
Bargaining
Line manager, HR, shop steward
and employees.
BU manager, HR, FT &
PT shop stewards
Senior Management, HR,
BU manager, FT &
PT shop stewards
Executives, Mgt, HR,
BU manager,
Union Officials,
FT shop stewards
13. Facilitating Communication between Management &
Union Officials - Example
What are the long term benefits?
Area / Line
Meetings
Union /
Management
Meetings
Business
Committee
Meetings
Negotiating
Committee
Central
Bargaining
Line manager, HR, shop steward
and employees.
BU manager, HR, FT &
PT shop stewards
Senior Management, HR,
BU manager, FT &
PT shop stewards
Executives, Mgt, HR,
BU manager,
Union Officials,
FT shop stewards
meeting regularly with unions to build their relationship and
discuss forthcoming changes etc.
Big picture view /
alignment
Worker
participation
Healthy relations
On-going key
communication
1
2
3
4