human resource managementfs2.beta.obami.com/aoy/dhrm1s1_sectionnotes.pdf · meeting with the...

Human Resource Management –

Diploma

Module 1 Labour Relations

Section 1 Employee Grievances

of 20

CONTENTS

Introduction ............................................................................................................................. 2

1. Grievance structures and procedures ........................................................................ 3

1.1 Communication structures and processes ........................................................... 3

1.2 Grievances framework ............................................................................................ 9

1.2.1 Conflict ................................................................................................................ 9

1.2.2 Differences between destructive & constructive conflict ........................ 14

of 20

Introduction 1

From time to time complaints and disputes will arise out of the employee-

employer relationship, application or interpretation of various sources of

labour law or through a wide range of employee disgruntlement. It is inevitable.

A grievance in the employment context refers to a specific, formal notice of an

employee dissatisfaction expressed through an identified procedure. Grievance

procedures typically define within how many days after the incident or situation

complained of a grievance must be filed, in what form it must be filed, with whom it is

filed, and define rights such as the right to a hearing, representation at such hearing,

the right to a timely response, and rights to an appeal.

Grievances are usually based upon a violation of a law, violation of a term in an

employment contract, or a violation of a past practice. A past practice grievance

usually arises when management unilaterally, and without notice to the union,

changes an established procedure or disciplines an employee for following a past

practice.

When an employee is a member of a trade union, the procedures for filing a

grievance are defined in the agreement and policies established between the union

and each employer within the recognition agreement.

Grievance procedures vary within organisations according to set structures and

procedures as determine by the organisation.

1 Bendix., S., Industrial Relations in South Africa (Fifth Edition), Juta and Co. Ltd: Cape Town, 2010

Employee grievances are broad, and vary from general dissatisfaction with wages and conditions of

service, dissatisfaction regarding promotion or training and complaints about lack of facilities or

inadequate equipment to unhappiness on the part of an employee regarding unfair treatment,

unreasonable orders, unrealistic expectations and direct discrimination.

of 20

The particular grievance procedures will depend on the following circumstances of a

particular undertaking:

its size

work process

organisational structure

management style

nature of employee representation

The grievance procedures should be developed to suit the specific organisation.

Frequently an organisation will attempt to implement generic procedures or

procedures used by other organisation, only to discover that they are impracticable

within the scope of the organisation. However there are general rules and guidelines

that should be taken into consideration when developing grievance procedures,

irrespective of the particular circumstances of an individual undertaking.

1. Grievance structures and procedures

Organisations need to have proper structures and processes in place to

communicate with employees. In an organisation where sufficient communication

structures exist between the various levels of management and employees, there is

no need to develop a separate grievance structure and procedures since it will be

integrated within the communication structure. Therefore before dealing with

grievance structures and procedures it is vital to deal with the communication

structure and processes internally.

1.1 Communication structures and processes2

It is important that the human resources management practitioner continuously seeks

ways to promote the use of effective communication processes and structures within

the organisation and to communicate these structures to the employees. The

traditional work relationship within the South African context is characterised by the

dominance of top-down communication and a lack of bottom-up or even horizontal

communication. To remedial this occurrence within organisations, it is necessary to

create a culture within organisations where communication happens, not only

communication but effective communication through regular meetings, sessions on

2 Bendix., S., Labour Relations in Practice – An outcomes-based approach, Juta and Co. Ltd: Cape Town, 2010

of 20

operational matters and to facilitate an open and transparent relationship between

the employer-employee in such a way that mutual concerns are addressed as it

arises.

Communication with employees should go beyond just operational meetings, and

meeting with the employee’s trade unions, collective bargaining, but where

consultation and information sharing takes centre stage. Even though the

meetings/sessions should be done in a formal manner with a set agenda,

opportunities should be created where the employee will have a platform to raise

their concerns, to openly discuss their grievances and seek solutions without

converting to a formal launching of a grievance, but in a manner that will resolve

issues as it arises at floor level.

The communication concern facilitates the interactions between employees,

management and the employers. Communication should commence in a more

“interactive” manner in which sharing of information, experiences, thoughts, ideas,

feelings, perceptions and problems is promoted. In context of the labour relationship,

this sharing takes place with the purpose of improving the relationship, by promoting

knowledge of the organisation and of the other party and creating a mutual

understanding. The communication which occurs may be employer-initiated, may

stem from the employee or may take the form of joint consultation, the style being

adapted to the needs of the parties, the requirements of the organisation and the

circumstances in which the communication occurs. However communication should

be done within structures and processes that are known and effective.

In accordance with the International Labour Organisation Recommendation No 129 of 1967

communication is viewed as an important component for the promotion of sound labour relations. The

recommendation is based on the grounds that it is in “the common interest” of employers and employees

to “…recognise the importance of a climate of mutual understanding and confidence within undertakings

that is favourable both to the efficiency of the undertaking and to the aspirations of the workers.”

These recommendations has a direct effect on the dissemination and exchange of information

concerning to grievances, as resolving grievances through adopting a consultative approach of resolving

issues within the workplace through the establishment of sound employer-employee communication.

of 20

R129 - Communications within the Undertaking Recommendation, 1967 (No. 129)

Preamble The General Conference of the International Labour Organisation,

Having been convened at Geneva by the Governing Body of the International

Labour Office, and having met in its Fifty-first Session on 7 June 1967, and noting the

terms of the Co-operation at the Level of the Undertaking Recommendation, 1952,

and considering that additional standards are called for, and having decided upon

the adoption of certain proposals with regard to communications within the

undertaking, which is included in the fifth item on the agenda of the session, and

having determined that these proposals shall take the form of a Recommendation,

adopts this twenty-eighth day of June of the year one thousand nine hundred and

sixty-seven, the following Recommendation, which may be cited as the

Communications within the Undertaking Recommendation, 1967:

I. General Considerations

1. Each Member should take appropriate action to bring the provisions of this

Recommendation to the attention of persons, organisations and authorities who may

be concerned with the establishment and application of policies concerning

communications between management and workers within undertakings.

2.

(1) Employers and their organisations as well as workers and their organisations should,

in their common interest, recognise the importance of a climate of mutual

understanding and confidence within undertakings that is favourable both to the

efficiency of the undertaking and to the aspirations of the workers.

(2) This climate should be promoted by the rapid dissemination and exchange of

information, as complete and objective as possible, relating to the various aspects of

the life of the undertaking and to the social conditions of the workers.

of 20

(3) With a view to the development of such a climate management should, after

consultation with workers' representatives, adopt appropriate measures to apply an

effective policy of communication with the workers and their representatives.

3. An effective policy of communication should ensure that information is given and

that consultation takes place between the parties concerned before decisions on

matters of major interest are taken by management, in so far as disclosure of the

information will not cause damage to either party.

4. The communication methods should in no way derogate from freedom of

association; they should in no way cause prejudice to freely chosen workers'

representatives or to their organisations or curtail the functions of bodies

representative of the workers in conformity with national law and practice.

5. Employers' and workers' organisations should have mutual consultations and

exchanges of views in order to examine the measures to be taken with a view to

encouraging and promoting the acceptance of communications policies and their

effective application.

6. Steps should be taken to train those concerned in the use of communication

methods and to make them, as far as possible, conversant with all the subjects in

respect of which communication should take place.

7. In the establishment and application of a communications policy, management,

employers' and workers' organisations, bodies representative of the workers and,

where appropriate under national conditions, public authorities should be guided by

the provisions of Part II below.

II. Elements for a Communications Policy within the Undertaking

8. Any communications policy should be adapted to the nature of the undertaking

concerned, account being taken of its size and of the composition and interests of

the work force.

9. With a view to fulfilling its purpose, any communications system within the

undertaking should be designed to ensure genuine and regular two-way

communication –

of 20

a) Between representatives of management (head of the undertaking, department

chief, foreman, etc.) and the workers; and

(b) Between the head of the undertaking, the director of personnel or any other

representative of top management and trade union representatives or such other

persons as may, under national law or practice, or under collective agreements, have

the task of representing the interests of the workers at the level of the undertaking.

10. Where the management desires to transmit information through workers'

representatives, the latter, if they agree to do so, should be given the means to

communicate such information rapidly and completely to the workers concerned.

11. Management should, in choosing the channel or channels of communication

which it considers appropriate for the type of information to be transmitted, take due

account of the difference in the nature of the functions of supervisors and workers'

representatives so as not to weaken their respective positions.

12. The selection of the appropriate medium of communication, and its timing, should

be on the basis of the circumstances of each particular situation, account being

taken of national practice.

13. Media of communication may include—

(a) Meetings for the purpose of exchanging views and information;

(b) Media aimed at given groups of workers, such as supervisors' bulletins and

personnel policy manuals;

c) Mass media such as house journals and magazines; news-letters and information

and induction leaflets; notice-boards; annual or financial reports presented in a form

understandable to all the workers; employee letters; exhibitions; plant visits; films;

filmstrips and slides; radio and television; (d) media aimed at permitting workers to

submit suggestions and to express their ideas on questions relating to the operation of

the undertaking.

14. The information to be communicated and its presentation should be determined

with a view to mutual understanding in regard to the problems posed by the

complexity of the undertaking's activities.

of 20

15.

(1) The information to be given by management should, account being taken of its

nature, be addressed either to the workers' representatives or to the workers and

should, as far as possible, include all matters of interest to the workers relating to the

operation and future prospects of the undertaking and to the present and future

situation of the workers, in so far as disclosure of the information will not cause damage

to the parties.

(2) In particular, management should give information regarding—

(a) General conditions of employment, including engagement, transfer and

termination of employment;

(b) Job descriptions and the place of particular jobs within the structure of the

undertaking;

(c) Possibilities of training and prospects of advancement within the undertaking;

d) General working conditions;

(e) Occupational safety and health regulations and instructions for the prevention of

accidents and occupational diseases;

(f) Procedures for the examination of grievances as well as the rules and practices

governing their operation and the conditions for having recourse to them;

g) Personnel welfare services (medical care, health, canteens, housing, leisure,

savings and banking facilities, etc.);

(h) Social security or social assistance schemes in the undertaking;

i) The regulations of national social security schemes to which the workers are subject

by virtue of their employment in the undertaking;

(j) The general situation of the undertaking and prospects or plans for its future

development;

(k) The explanation of decisions which are likely to affect directly or indirectly the

situation of workers in the undertaking;

of 20

(l) Methods of consultation and discussion and of co-operation between

management and its representatives on the one hand and the workers and their

representatives on the other.

(3) In the case of a question which has been the subject of negotiations between the

employer and the workers or their representatives in the undertaking or of a collective

agreement concluded at a level beyond that of the undertaking, the information

should make express reference thereto.

A study of the ILO Recommendations (R129) provides an adequately all-inclusive

framework for the establishment of interactive communication systems within the

organisation. It is designed mainly at management due to the fact that most

communication systems are management-initiated. Also, much of the information to

be shared originates from management and not from the employees. In this regards,

the role of the employees and their representatives is reactive. Information to which

they would not otherwise be privy is supplied to them for the formulation of a response.

Other than that, employee communication will be concerned essentially with

grievances, requests, suggestions and other issues typically from the employee’s

insights.

1.2 Grievances framework

1.2.1 Conflict 3

Conflict within the workplace is a daily occurrence; it is inevitable part of the

employee-employer relationship. The nature of conflicts within the workplace may be

caused by various factors, however the commonly conflict occurs when people

3 Kemp, N., Labour relations strategies: an interactional approach, Juta and Co. Ltd: Cape Town, 1992

Grievance and disciplinary procedures are understood to be included in these, but are not specifically

mentioned as other ILO Recommendations deal with these topics.

All behaviour has consequences of some sort for the individual. Looking at conflict, one finds that certain

events trigger conflict, which leads to the parties, involved reacting and behaving in certain ways. These

reactions either resolve or escalate the conflict. Therefore, the escalation or de-escalation of the conflict

is a direct consequence of the reactions of the people involved.

of 20

perceive that their needs are being disenchanted by others or that their views and

opinions are not being heard or valued or where they have not been acknowledged.

It is therefore imperative that since conflict is integral mainly part of the employer-

employee relationship, it is necessary that organisations should be constantly aware

of the existence of potential conflicts and to attempt to handle it in as effective as

possible by setting a framework that employees can access to lodge grievances and

to resolve these grievance on the lowest possible level.

The human resource management practitioner needs to display a sound

understanding that the objective of labour relations is to address the needs of all

parties within the employer-employee relationship. Since the focus is upon

addressing needs, occurrence where needs not being met, will commence which

means that there is a conflict of interest between employer and employee. The

handling, management, containment, or resolution of this conflict is the prime

objective of labour relations and grievance management. It is necessary to

understand the causes of conflict, not only to envisage the manifestation and

escalation of such conflict, but also to make appropriate interventions in conflict

situations and to deal effectively with grievances.

Occurrence of conflict within the workplace

As mentioned before within the ever changing workplace, people, systems and

processes that are continuous under pressure to adapt, learn and innovate to provide

performance as anticipated by employers, conflict forms an unavoidable daily

occurrence. Success increasingly depends on the ability to create and maintain a

wide range of productive working relationships. In such a dynamic environment,

resolutions to conflict and grievances should be identified as it ‘happens’, avoiding

circumstances where grievances escalate to the stage of making a formal complaint.

Fostering a culture and practices that support pulsating working relationships is a

multifaceted on-going task to which all employee’s contributes within the

organisation, is an ideal environment all organisations works towards, irrespective the

nature and unique circumstances of such an undertaking. It included the notion to

encourage a climate and culture that addresses and resolves disagreements and

relationship challenges and reduces the risk of issues and potential conflicts becoming

entrenched grievances or complaints. Within this environment, the commitment

of 20

towards fostering a safe, harmonious and productive environment for employees,

organisations will strive to develop a broad strategy that is designed to improve the

way complaints are managed, thereby building trust and confidence in the resolution

process.

Such a conflict strategy will include, but not limited to:

A workplace guide to resolve grievances and complaints, which provides

helpful information and resources for those involved in resolving grievances

and complaints

A Grievance/Complaint Resolution Policy and Procedures, with will be

available to employees through the Human Resource department, that will

provide set guidelines in handling conflict and grievances in accordance to

set procedures and criteria.

A training/awareness programme that will build capacity and confidence of

utilising the Grievance/Complaint Resolution processes internally and to have

trust in the capability and confidence of those managing complaints and

grievances.

Identify the causes of conflict4

Conflict should be pre-empted and the best way to go about that is to be prepared

and to identify conflict-causing situations.

The roots of conflict are to be found in the interaction between employee and

employer or between employees and other employees in the carry out of their duties.

Conflict is multifaceted, both in cause and consequence. The causes of conflict can

be divided into three main areas, but these are not mutually exclusive. In any conflict,

prime issues are invariably singled out, even though they may not be the main cause

of the dispute, but only the result of accumulated grievances that has built up over a

period of time. When detaching the causes of conflict, it is important to understand

the total context rather than limiting one’s approach only to certain issues.

4 Tustin, C. and Geldenhuys, D., Labour Relations: the Psychology of Conflict and Negotiation,(Second Edition), Oxford Southern Africa: Cape Town, 2000

of 20

The three major categories of causes of conflict within the workplace are:

Distributive causes

Structural causes

Human relations causes

Distributive causes – Distributive causes underlie conflict that arises in the formulation

or substantive conditions of an employment relationship. They are based upon the

problem of the allocation or distribution of rewards/remuneration for the performance

of work. The initial provocation for the conflict may not necessarily emerge from within

the organisation, but from the market situation beyond the organisation’s boundaries.

For example, if the price of labour rises in the labour market, it is likely to produce a

demand by employees for a proportionate increase from the organisation. The main

cause for conflicts causes within this band lies mostly in the differences of objectives

and interests, and communication between different levels of an organisation

provides only a means to identify differences, to develop a better understanding, and

to seek accommodation within a mutually acceptable solution.

The primary objectives and needs of employers are to generate profits for themselves

and/or for the stakeholders as well, whereby the employee’s objectives and needs

are centred around his/her own survival and those dependant on him/her. Conflict

arises where one party strives to satisfy its primary objective without taking into

consideration the objectives/needs of the other party to the relationship, or even at

their cost.

Structural causes – Structural causes are the base of the problems associated with the

interactions brought about by the formal structure of the organisation. Conflict is

usually the result of a failure to structure the organisation properly, or a failure to adjust

its structure in times of change in order to deal with the role and authority problems

within the organisation. These conflicts are not always as manifest as the issues in

distributive conflict and for this reason are mostly ignored:

Specialisation – highly specialised jobs may lead to conflict, because those

employed within the positions lose contact with the tasks that others perform

and forget that each tasks is essential to the overall performance of the

of 20

organisation holistically and not only on the tasks as performed by the

specialised, highly skilled employees.

Interdependence – when the inputs of employees are dependent on the

output of others, or if interdependence allows one group to gain at the

expense of another group, conflict is created.

Common resources – when different parties have to share resources, there is a

potential for conflict, especially when the shared resources become scarce.

This happens when a budget is shared across various departments or work units.

Goal differences – when employees within an organisation have different

goals, the possibility of conflict arises. For example is the conflicting goals of a

marketing department (disposing of outputs and increasing revenues) and a

purchasing department (timely acquisition of inputs at low prices).

Authority relationship – the hierarchical nature of traditional organisations

creates a hierarchy in people’s minds. For employees, the superiority of a

supervisor over a subordinate is no longer acceptable. Authority is often

resented, leading to conflict. In addition, some supervisors or managers are

more autocratic than others, increasing the potential for conflict. On the other

hand, too much reliance on participation may also stimulate conflict.

Participation encourages the promotion of differences.

Status inconsistencies – where employees experience a strong difference

between the status of management and that of other employees, for example

if managers have more flexibility, resentment and conflict may arise.

Jurisdictional ambiguities – this refers to unclear lines of responsibility within an

organisation. Instead of dealing with a situation, it becomes easy to “pass the

buck”, leading to conflict over responsibility.

Group membership – tenure and conflict in groups have been found to be

contrariwise related. The potential for conflict tends to be greatest where

group members are younger and where turnover is high.

Human relations causes – Human relations causes underlie the sort of problems that

emerge from the more informal, interpersonal level of interaction. This is an important

area of conflict because; all conflict is manifested at the human relations level,

whether its cause lies at the distributive or at the structural level.

of 20

The sources of interpersonal conflict are:

Personal differences

Skills and abilities

Personalities

Values and ethics

Information deficiency through communication breakdown or barriers such as

language differences

Role incompatibility

Inter-role conflict, this is where a person experience conflict among the

multiple roles in his/her life

Intra-role conflict, this is where a person experience within a single role

Person-role conflict, this is where a person is expected to perform a role that

clashes with his/her personal values

Environmental stress, e.g. retrenchments, competitive pressures, high degrees

of uncertainty

Other human relations causes are intra-personal conflict, conflict that occurs within

the individual, whereby the person develops defence mechanisms that causes

conflict with others such as:

Aggressive mechanisms, e.g. fixation, displacement and negativism

Withdrawal mechanisms

Compromise mechanisms, where a person tries to over compensate for a

shortcoming by putting increased energy into unnecessary or other activities

that hampers the development of the entire team dynamics

1.2.2 Differences between destructive & constructive conflict 5

Even though it is important to have mechanisms in place to resolve conflict, conflict

should not be avoided at all cost. The approach should be to resolve conflict

successfully by reaching an agreement/solution that satisfies the needs of all parties

involved.

5 http://smallbusiness.chron.com/differences-between-destructive-constructive-conflict-1202.html

of 20

Not all conflict within organisations should be perceived as destructive, even though

conflict does causes frustration, anger and other related feelings, proper conflict

resolution often generated positive results for the involved parties. The conflict

situation may even be of a beneficiary nature and be constructive, since the conflict

resolution might bring forth a solution that satisfies the needs of both the individual(s)

and the larger organisation, bring change and are developmental of nature.

When dealing with conflict it is important to understand the difference between

destructive and constructive conflict. Constructive conflict is defined as conflict in

which the benefits exceed the costs; it generates productive, mutually beneficial,

shared decisions. In constructive conflicts, the process becomes as important as the

end result. Individuals come together to redefine or strengthen their relationship for

the greater good of the parties, organisation involved. Destructive conflict often flows

from narrowly defined or rigid goals and most often produces negative results.

Individuals involved become less flexible and assume that the opposing party must

suffer defeat. Involved parties succumb to personal attacks, treats and a general tone

of hostility.

Constructive conflict operates the premises that through effective conflict resolution

all parties can win, and that the goals of both involved parties are flexible, for the

greater good of the organisation. When two opposing parties locate a common link

between them, they may begin the process of reaching a shared decision. Usually,

constructive conflict occurs when the parties feel comfortable with the level of

disagreement and acknowledge a need to compromise. Constructive conflict relies

on a steady flow of communication and a shared willingness to embrace change.

Destructive conflict, which often ignores the real issues between the conflicting

parties, occurs for a variety of reasons. Often, a power struggle is to blame; one party

remains determined to win his/her way on an issue of particular interest. Poor conflict

procedures and resolutions limit positive interaction and contribute to destructive

conflict. The causes of destructive conflict originate primarily from feelings of

inadequacy and hopelessness. Other contributing factors include lack of empathy,

inability to understand the views of others, fear of change and personal vulnerability.

Constructive conflict benefits both the involved parties and those around them, the

larger organisation. It opens communication, debate and the possibility of producing

of 20

high-quality ideas and decisions. Employees develop better relationships with each

other and their superiors. Subsequently, collaboration begins to occur more often and

overall productivity increases. Constructive conflict helps to restore equality and

strengthen relationships. On the other hand destructive conflict, which promotes

inequality and an imbalance of power, often damages relationships and lead to a

total breakdown of the employer-employee relationship if the conflict is not handled

sufficiently, eventually leading to serious disputes. Employees who feel they are

judged negatively lose focus, fail to complete tasks, suffer a decrease in productivity

and lose self-confidence. Without the respect of their colleagues, these employees

experience frustration and resentment; they might spend more time trying to get even

rather than dealing with the underlying issues. Avoiding conflict and closing the

channels of communication increases the likelihood of additional destructive conflict.

Dealing with conflict

Setting conflict resolution mechanism in place is vital for all organisations to avoid

destructive conflict and to use conflict as a constructive tool to measure the overall

moral of the organisations, in order to develop best practices of doing things.

Organisations should adopt a pro-active approach when dealing with conflict

through:

Identify potential conflict of interest within an organisation. Based on an

evaluation of mandates, areas of activity, interest and needs of stakeholders,

it is possible and desirable to identify stakeholders who will have a conflict of

interests, to identify these interests and to manage the situation and/or to

create resolutions should those conflicts arise out of any given situation.

Identify potential opposing personalities – Opposing personality types can

make managing group dynamics particularly difficult and can have severe

impact on the productivity of a group and the outputs set.

Set clear mandates for employees with clear boundaries in which they

operate. Each employee should have a clear role description that is

demarcated in such a way to avoid misunderstandings. Employees can be

employed in areas or forums within their scope of expertise. This will avoid

situation where they rely on others for guidance to carry out their duties and

of 20

responsibilities. Avoidance of dependency on one another yet within the

framework of team work, contributes to minimising conflicts.

Improve communication channels within the organisation so that opportunities

for misunderstanding are minimised.

Organisations should set clear guidelines in terms of resolving conflicts and grievances

through:

Setting clear “Rules of Order” – It is procedural correct for all organisations to

have a standard set of agreed upon rules of conduct, discipline and

conflict/grievance resolutions within the organisation.

Identifying potentially high conflict situations in advance – Conflict never

occurs suddenly and unexpected, it normally develops over a period of time,

if unattended. Therefore it is essential that where a possible situation is identified

as a potential conflict situation, management should intervene and set

mechanisms in place to avoid or manage the situation. Setting up effective

communication structures will normally neutralise the situation.

Encouraging and promoting diversity and tolerance within the workplace – It is

essential that organisations will create an environment that is tolerant towards

differences and promote a diverse workplace where religion and political

views are respected of individuals without trying to lobby for a specific religion

and/or political view.

To effectively deal with conflict organisations should understand why conflict and

belligerence occurs and to set up mechanisms to minimise the effect on the

workplace, since conflict will occur and should be resolved, rather than taking an

approach of avoidance at all costs. Organisations should develop a strategic action

plan when dealing with conflict or grievances. This strategy will normally entails a plan,

often the result of a policy and procedure that is based on the organisation vision and

mission and specific stance on handling conflict or grievances. The policy will also

state the intent; a strategy tries to apprehend the intent of the policy.

A strategy indicates what structures should be used; which of those should be

redeveloped for effectiveness. The strategy will be focussed on the implementation

of 20

of the set structures and procedures as set forward by the policy and procedure

documents, what should happen in these structures? Who should be responsible for

what? One of the most important aspects of a strategy is that it provides a sequence;

what will come first, second and last, and what must be in place before a next step

can be taken. It focuses on the implementation of the policy and procedure.

From the strategy, implementation plans will be drawn up, plans that would put the

strategy into practice. There will be plans for creating the necessary structures, for

communication with stakeholders, for identifying and setting up communication

channels, for arranging awareness programmes and other face-to-face

communication sessions to convey the policies and procedures to the workforce and

for effectively formulating information. These plans will consist of a task, how the task

is to be done, who will be responsible for the task, and when the task should begin

and end.

of 20

BIBLIOGRAPHY

Legislature

Promotion of Administrative Justice, Act 3 of 2000 as amended

Code of Good Practice on the Handling of Sexual Harassment Cases

Code of Good Practice on Aspects of HIV/Aids and Employment

HIV and AIDS Technical Assistance Guidelines

Code of Good Practice on Aspects on the Employment of People with

Disabilities

Books

Bendix., S., Industrial Relations in South Africa (Fifth Edition), Juta and Co. Ltd: Cape Town, 2010

Bendix., S., Labour Relations in Practice – An outcomes-based approach, Juta and Co. Ltd: Cape Town, 2010

Kemp, N., Labour relations strategies: an interactional approach, Juta and Co. Ltd: Cape Town, 1992

Tustin, C. and Geldenhuys, D., Labour Relations: the Psychology of Conflict and Negotiation,(Second Edition), Oxford Southern Africa: Cape Town, 2000

Swanepoel, B.J., Erasmus, B.J. and Schenk, H., South African Human Resource Management – Theory & Practice (Fourth Edition), Juta & Co Ltd: Cape Town, 2008

Internet references

http://smallbusiness.chron.com/differences-between-destructive-constructive-conflict-1202.html

http://www.scribd.com/doc/10159892/Grievance-Procedure

human resource managementfs2.beta.obami.com/aoy/dhrm1s1_sectionnotes.pdf · meeting with the...

Documents