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- Volume 25, Issue 3_4, 2001
South African Journal of Labour Relations - Volume 25, Issue 3_4, 2001
Volumes & issues
Volume 25, Issue 3_4, 2001
Author G. WoodSource: South African Journal of Labour Relations 25, pp 4 –21 (2001)More Less
Based on a nationwide survey of members of COSATU, this article explores the nature and extent of shop floor democracy. The survey revealed high levels of membership participation in the internal life of affiliate unions, and a deeply entrenched culture of accountability. At the same time, the relatively high turnover of shop stewards, and limitations in union training schemes, may result in relatively inexperienced representatives struggling to cope with an increasingly complex bargaining environment. How the unions respond to these challenges will in turn determine the extent to which they are able to effectively mobilise their constituency to impact on events beyond the workplace.
The effect of a minimum wage on the demand for labour in the domestic service sector : preliminary findings from the Phillip Nel park areaSource: South African Journal of Labour Relations 25, pp 22 –35 (2001)More Less
New labour laws that include domestic workers have been introduced. A preliminary study attempted to determine how effective the implementation of the new labour legislation was in altering conditions of employment in this sector, in Phillip Nel Park. After the preliminary investigations had revealed a lack of commitment on the part of employers to the improvement of conditions of service, it was decided to investigate, as the main objective, how these employers would react to the introduction of a minimum wage. Employers in all income categories have indicated that they are prepared to spend more to maintain domestic service, pointing to an inelastic demand for domestic service across all income groups. A certain portion of the population is, however, only able to maintain this service at a reduced rate of service (fewer days of service). The study provides a clear indication that there is some merit in further investigating the issue of a minimum wage in the domestic sector.
Author L. BooysenSource: South African Journal of Labour Relations 25, pp 36 –64 (2001)More Less
Cross-cultural leadership studies indicate that cultural differences influence leadership behaviour, and management philosophies typically evolve in harmony with the cultures within which they function. However, although South Africa is a complex amalgam of several cultures, the dominant management practices are, for historical reasons, Anglo-American, and despite the recent changes that have taken place, there is still an overrepresentation of white managers and an under-representation of African black managers. Corporate South Africa is, however, becoming more diverse and inclusive of all race groups, which challenges the dominant management paradigm. This paper highlights some significant differences regarding culture and leadership values between African black and white managers in South Africa. The results show that the culture of white South African managers is largely congruent with Western or Eurocentric management, whereas the culture of black managers differs greatly from that of white managers in South Africa, and is comparable to Afrocentric management. It is recommended that if South African organisations are to survive, leaders need to understand the different expectations of all the people of this country, and leadership needs to "South Africanise" in order to mobilise all people effectively.