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- Volume 37, Issue 2, 2013
South African Journal of Labour Relations - Volume 37, Issue 2, 2013
Volume 37, Issue 2, 2013
Author Monica KirstenSource: South African Journal of Labour Relations 37, pp 6 –8 (2013)More Less
This is the second edition of the SAJLR for 2013, and I would like to thank our Editorial Committee, Professors Erasmus, Booysen, Anstey and Horwitz, the respected academics and practitioners in the field who serve on our Reviewers' Panel and all our authors who contributed to this edition for their vision and insightful contributions.
Author Karl HofmeyrSource: South African Journal of Labour Relations 37, pp 9 –29 (2013)More Less
The business environment is continuously changing and organisations are dealing with the after-effects of a global economic slowdown as well. Organisations are under pressure to change the way they do business in order to remain competitive in a more demanding and cost-controlled environment. Many organisations have turned to restructuring as a strategic decision to realign internal structures with changing macro-environmental factors. Through restructuring they implement cost cutting by downsizing or re-engineering processes and closing down unprofitable divisions. The finding from this research is that, within the population studied, restructuring and damage to institutional trust affect the level of employee engagement. This finding was supported by statistical evidence which indicated that there is a high correlation between corporate restructuring, institutional trust and employee engagement and that a change in experience or perception of one of these constructs will affect the others accordingly. The conclusion drawn was that retaining the trust and commitment of employees is a central issue for companies in a highly competitive and changing environment. The article provides clear evidence of the possible negative implications of corporate restructuring and provides practical suggestions for limiting the potential problems.
Differentiation of remuneration within a salary band : an endeavour to establish fairness, transparency and equitable remuneration using a 270° approach by a single-rater groupSource: South African Journal of Labour Relations 37, pp 47 –60 (2013)More Less
To ensure fairness, transparency and equitable remuneration at senior management level, a differentiated remuneration system for executives had to be developed and evaluated. The objectives of this study were to determine the reliability, utility and validity of a 270° job evaluation process and to differentiate between senior management positions within the same salary band. The 270° job evaluation methodology was used in this study, which consisted of a rating by the senior managers' supervisors (executive managers) and peers and a self-rating. The evaluation method was validated against a rating by external consultants who made use of a methodology which was based on the Paterson job evaluation system. The raw score of this external rating was used, together with the conversion grade to the Peromnes system (the system used by the organisation). Significant positive correlations were reported between the ratings of the supervisors (executive managers), the external job evaluation system and peer ratings. There was a negative correlation with the self-ratings. Three distinct categories of senior management positions were determined. The methodology used (except in the self-ratings) yielded consistent results and could be used for differentiation purposes by a single rater group. The 270° approach was found to differentiate fairly and transparently in relation to the inherent demands and consequently the relative worth and value of the senior management positions. This study was done in accordance with the requirements set out in the senior manager's psychological/employment contract, an essential aspect of good employment relations.
Author Lukas I. EhlersSource: South African Journal of Labour Relations 37, pp 48 –68 (2013)More Less
The quality of supervisory relationships at all levels of an organisation is related to the perceived quality of social conditions in such relationships. Certain employment relationship conditions are therefore desirable in all types of supervisory relationships and can therefore be viewed as categories in a typology. A panel survey and comprehensive literature review confirmed that trust, good faith, fairness and justice were desirable employment relationship conditions in supervisory relationships. These conditions were consequently regarded as related but distinct categories of a typology. General requirements for each condition were also identified and included in the typology. The validity of the typology was discussed and recommendations were made.
Personality type, self-actualisation and deep-seated values : a psychological profile ofleaders in a financial organisationSource: South African Journal of Labour Relations 37, pp 69 –96 (2013)More Less
This study focused on the description of a psychological profile of a group of organisational leaders in a financial services organisation. The relationship between their personality type (measured by the Myers-Briggs Type Indicator Form Q), self-actualisation (measured by the Personal Orientation Inventory) and deep-seated values (measured by the Psychological Map) was analysed. The study also explored whether gender and ethnicity predicted leaders' personality type preferences, self-actualisation and deep-seated values, and whether males and females differ significantly regarding these variables. A cross-sectional quantitative survey was conducted on a sample of 64 black and white leaders at middle and senior level. The psychological profile that emerged from the descriptive, multiple regression analyses and the analyses for the tests for significant mean differences revealed a number of significant relationships between the psychological variables and differences between gender and ethnic groups. The practical implication is that the organisation needs to consider the information about the profile to streamline its future leadership development initiatives.
Career anchors and emotional intelligence as predictors of human resource staff graduateness skills and employability attributesSource: South African Journal of Labour Relations 37, pp 97 –117 (2013)More Less
The objective of this study was to determine whether employees' career anchors and emotional intelligence significantly predict their graduateness skills and employability attributes. A quantitative survey design was used. Primary data were collected from a non-probability sample of 67 participants employed in a human resource capacity. The participants were enrolled for undergraduate and postgraduate studies in the field of business management at an open distance learning higher education institution. Multiple regression analyses identified the pure challenge, entrepreneurial creativity and service/dedication to a cause career anchors and perceiving and managing emotions as significant predictors of the participants' graduateness skills and attributes. The general management competence and pure challenge career anchors were also found to be significant predictors of the participants' career self-management and career resilience. In view of employers' rising expectations of the graduateness and employability of their current and prospective graduate employees, the study contributed novel insights that can be used in constructing targeted development tools for cultivating the mindsets, skills and attributes associated with employees' graduateness and employability.
Perceptions of equity and organisational commitment in the Zimbabwean hospitality industry : implications for HR managers or employersSource: South African Journal of Labour Relations 37, pp 118 –132 (2013)More Less
Despite increasing awareness of the importance of organisational commitment in firms, research on the relationship between employee perceptions of equity and the three dimensions of organisational commitment has received little attention, which is why this study was undertaken. Using a data set of 352 participants from the hospitality industry in Zimbabwe, this study examines the influence of employee perceptions of equity on affective, normative and calculative commitment. The results indicate that the relationship between employee perceptions of equity and affective and normative commitment are significantly positive but that they are insignificantly positive on calculative commitment. The research paper discusses the managerial implications of the results and future research directions are suggested.
Author Mark AnsteySource: South African Journal of Labour Relations 37, pp 133 –145 (2013)More Less
This article considers the violent confrontation at Marikana in the context of the South African transition, and whether it represents a broader crisis in the social pact that emerged during the transition years leading up to the nation's first democratic elections in 1994. In the last decades of the twentieth century a wave of transitions to democracy swept through South America, Southern Europe and South Africa. Threatened concurrently by coups, revolutionary overthrows, and the flight of capital, these precarious processes were usually stabilised through pacts negotiated at the political, military and socioeconomic levels. Negotiations at each of the levels may have been fractious but overall they reflected choices by parties, even as they pushed against one another, to build a common vision of a future society and then to use their joint energies to push for its achievement.