- A-Z Publications
- South African Journal of Labour Relations
- Previous Issues
- Volume 38, Issue 2, 2014
South African Journal of Labour Relations - Volume 38, Issue 2, 2014
Volumes & issues
Volume 38, Issue 2, 2014
Author Monica KirstenSource: South African Journal of Labour Relations 38, pp 6 –8 (2014)More Less
This is the second issue of the SAJLR for 2014, 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.
Source: South African Journal of Labour Relations 38, pp 9 –26 (2014)More Less
Managers and human resource practitioners concerned about retaining valuable staff members need to recognise how people's psychological career resources relate to their perceptions of job embeddedness in the organisation. The aim of the study was to determine whether employees' psychological career resources (as measured by the Psychological Career Resources Inventory) significantly predict their job embeddedness (as measured by the Job Embeddedness Scale). A quantitative survey was conducted on a non-probability sample of employed black (92%) and female (71%) adults (N=355) at managerial and staff levels in the human resource management field. Correlational statistics and multiple regression analyses were used to analyse the data. The managerial career preference and self-esteem positively predicted the participants' perceptions of sacrifice and links. Self/other skills and career directedness positively predicted perceptions of fit, sacrifice and links. Sense of career purpose negatively predicted perceptions of fit, links and sacrifice and the need for career venturing negatively predicted perceptions of sacrifice. In the South African employment equity context, the findings provide valuable information that can be used to inform career development support practices for the retention of black females in the human resource management field. The practical implications of the findings also add new insights towards negotiating the psychological contract and managing the employment relationship.
Source: South African Journal of Labour Relations 38, pp 27 –47 (2014)More Less
As high turnover is costly and disruptive, all organisations aim to retain talented employees. Talented employees give organisations a competitive advantage in the complex business environment of today. The aim of this article is to report on the employees' perceptions of talent management retention at a labour organisation in Gauteng. The population comprised 317 permanent staff members, and a convenience sample of 162 was used. A principal factor analysis was employed to determine the main factors, namely, dedication to staff and dedication of staff. Descriptive statistics were used to determine the perceptions of staff members on these two factors. In conclusion, recommendations are offered to labour relations practitioners on how human resource practices can contribute to the fair treatment and retention of talented employees in an organisation.
Gender-based discrimination during appointments, promotions and remuneration : views of South African managersSource: South African Journal of Labour Relations 38, pp 48 –69 (2014)More Less
Managers are key in the appointment, promotion and remuneration of staff, and as such, they are actively involved when discrimination occurs in the workplace. This also applies to gender-based discrimination. The objective of the current research was to identify the points in human resource processes where gender-based discrimination most often occurs, as seen and experienced by managers. Interviews were conducted with 75 managers from 15 organisations. Questions were posed about the prevalence and nature of gender discrimination during different human resource processes. The responses were categorised and the overall inter-observer reliability was .88. Most cases of gender-based discrimination occur during promotion processes, and this generally involves pro-female discrimination. Pro-male discrimination occurs at appointment level and is often due to the inherent requirements of the job. Discrimination at remuneration level seems to favour men, allowing them to receive higher salaries than women at the same organisational level. Discrimination occurs in structured (e.g. job descriptions) as well as less structured (e.g. decision-making after interviews) phases of human resource processes. It can be concluded that gender-based discrimination still occurs and that both genders are affected negatively. It is recommended that managers be vigilant in order to avoid these discriminatory tendencies.
A reflection on the duty of mutual trust and confidence : off-duty misconduct in the case of Biggar v City of Johannesburg revisitedAuthor Konanani H. RaligiliaSource: South African Journal of Labour Relations 38, pp 70 –77 (2014)More Less
The case of Biggar v City of Johannesburg Emergency Management Services (2011) 32 ILJ 1665 (LC) provides a critical analysis of the implied obligation of good faith and fair dealing in the context of off-duty misconduct. This paper examines the extent of the obligation upon the employer not to act without reasonable and proper cause, if the action is such as would be calculated or likely to destroy or severely damage the relationship of trust and confidence that exists between the employer and its employees. The paper further argues that failure by the employer to take the necessary steps to eliminate the off-duty racial abuse directed to the employee by the white co-workers resulted in the breakdown of trust and confidence in the workplace. Lastly, the paper examines the role that mutual trust and confidence play in protecting vulnerable employees by serving as a bulwark against illegitimate conduct on the part of the employer.
Source: South African Journal of Labour Relations 38, pp 78 –89 (2014)More Less
The recent entry of the US multinational Walmart into South Africa has proved to be a source of controversy. Key stakeholders in South Africa objected to the merger and attempted to block it unless certain conditions were met. The aim of this study was to examine the controversy and the conditions surrounding the merger. The research employed a qualitative archival analysis to examine publicly available sources of information with regard to the merger. The findings revealed key stakeholders' concerns that Walmart's entry would lead to an increase in imports which would displace local producers, increase unemployment, marginalise trade unions and lower labour standards unless certain conditions were met. The results also revealed problems relating to the firm's primary focus on "business" while neglecting "public interest" issues, naively relying on their "local retailer" to manage key stakeholders, and assuming that their perceived controversial reputation regarding treatment of trade unions and their views about unemployment as well as the controversies surrounding their history of entry into other global markets would not have the major negative impact it did on stakeholders in South Africa.
An offender's perspective of what motivates and deters white-collar criminals in the South African workplaceSource: South African Journal of Labour Relations 38, pp 90 –102 (2014)More Less
The aim of this study was to investigate the motives of white-collar criminals so as to gain a better understanding of white-collar crime and develop measures that can help to reduce it. The study involved face-to-face interviews with white-collar offenders imprisoned at a correctional centre in South Africa. The data collected provided evidence to support the existing theory relating to the motives for white-collar crime; however, a previously unreported theme of race emerged as a key motivator among the respondents. Race was further identified as a key justification for committing the crime. Suggestions from the respondents to employment relations practitioners on how best to mitigate the risks were also collected and reported. The deterrents that were identified as most effective by the respondents revolved around four themes, namely reports and signing authority, working environment, education and matching roles and responsibilities.
Source: South African Journal of Labour Relations 38, pp 103 –120 (2014)More Less
In this study we draw on a series of in-depth interviews with chief executives of some of South Africa's most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations. Twenty-seven CEOs of South Africa's top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies. We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one. We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the country's next generation of leaders.
Emerging actors in employment relations : evidence of multipartism between the Nigerian Federal Government and the Academic Staff Union of UniversitiesAuthor Olukunle Saheed OludeyiSource: South African Journal of Labour Relations 38, pp 121 –141 (2014)More Less
The current trends in employment relations as they relate to decentralisation of production, outsourcing of workers to third parties, the emerging range of new employment arrangements such as agency work, contract or part-time work, casualisation and telecommuting are the result of globalisation along with intensifying emphasis on the adoption of international labour standards in workplaces. As a result Nigeria, like most countries of the developed world, has seen significant changes in its tripartite industrial relations. If we reflect on the number of actors who participated in the 2013 trade dispute between the Federal Government (FG) and the Academic Staff Union of Universities (ASUU), such changes depict industrial relations as multipartite rather than tripartite. While identifying these emerging multiple actors, this article places industrial relations in a broader multidisciplinary framework and demonstrates the need to review current theories, legislation, approaches and institutional frameworks while developing indigenous ones to achieve a proper and more in-depth understanding of the Nigerian model of multipartite industrial relations.