The Human Capital management module of the Milpark MBA explores organisational development, groups and teams, change, culture, organisational structure and talent management. For more information contact Milpark Business School.
About the authors: Dr Jan Meyer joined the South African Air Force in 1973 where he served until 1995 when he resigned as a Colonel.
Dr Meyer worked for Xcel IT for seven years, joining Monash Business School in 2002 and completing his PhD in 2003. He joined Milpark Business School in 2009 where he presents courses in applied project management.
Dr Meyer is also on the Board on the Association of Professional Managers as well as being a member of International Development Information Association.
Sharon Davids has worked for a number of years as an Operations Manager for the City of Johannesburg
48 Management Today | January 2012
such as employees, communities, investors and others. In light of the above statement, the evidence and literature there was a need to assess the current engagement between employers and trade unions in CoJ and investigate more creative means of engagement.
Internationally, there is evidence of a steady decline in union membership or the recognition of trade unions. In South Africa, trade unions still play a key role in the economy and there is a need to foster good relations between employers and unions.
Bendix (2010) concludes that the manner in which the parties behave towards each other as well as their status and roles within the relationship is often determined by custom and tradition and hence the need to establish a legal framework within which the labour relationship can be conducted. Then again, is it not the legal framework that is impeding the constructive engagement between the unions and employers? Is the law keeping track of the ever changing realities of labour relations?
From this study, based on the
research problem and the research objectives certain recommendations came to the fore. The main recommendation appears to be that in order to improve the engagement a combination of both formal and informal engagement between the parties should be encouraged. From the research objectives and constructs it is clear that it cannot be business as usual for the employer and unions and that ways to improve the engagement is essential..
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114