n South African Journal of Labour Relations - Employment transformation enhancement in South Africa : establishing a job-sharing model to promote employment equity
|Article Title||Employment transformation enhancement in South Africa : establishing a job-sharing model to promote employment equity|
|© Publisher:||University of South Africa (UNISA)|
|Journal||South African Journal of Labour Relations|
|Author||Andra Greeff and Pieter Nel|
|Publication Date||Jan 2003|
|Pages||23 - 62|
South Africa embarked on major societal and economic transformations after the 1994 elections. Various legislative reforms, aimed at eliminating discrimination and promoting equity in the workplace also featured prominently. One of the most important pieces of legislation in this regard was the Employment Equity Act and as a result, employers are compelled to adhere, among other provisions, to employment equity plans to address the position of historically disadvantaged persons. <br> There is, however, a plethora of workplace approaches that could be followed, but that are not all possible or to the advantage of organisations. The literature outlines a number of alternative work arrangements which could be applied in organisations, but which are limited in terms of the peculiarities of the South African labour market owing to the history of discrimination and apartheid. The labour market imbalances therefore necessitate alternative approaches to accommodate the transformation of the South African economy where employers are striving to achieve a representative non-racial labour force. <br> This research paper analyses job-sharing as a means of addressing transformation to promote employment equity in South Africa by developing a model using the Delphi technique as part of the research methodology. A literature survey was first undertaken, followed by an empirical investigation at a very prominent financial institution in South Africa. The design of the job-sharing model is based on the following research assumptions: (1) not all positions allow for job-sharing (2) there are conditions in the working environment that enhance or detract from the effectiveness of job-sharing, and (3) there are certain characteristics of a job-sharing team that make them suitable for job-sharing. The research findings were used to obtain the necessary information for the actual design and implementation of the job-sharing model, which can be used by organisations characterised by a highly skilled workforce to optimise their efforts to promote equity and to address labour market imbalances in a manner that is optimal for all parties concerned.
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