History[ edit ] Aerial view of the Hawthorne Works, ca.
Comments The South African workplace has become an increasingly fraught and antagonistic environment over the past five years, considering the increase in the number of cases taken to the Commission for Conciliation, Mediation and Arbitration CCMA. Taken in the context of a shrinking pool of formally employed workers, it means the increases are even higher than the nominal values suggest.
Tanya Venter, Tokiso chief executive and co-editor of the report, said it was clear that the Labour Relations Act had failed in one of its main intentions—to create a co-operative approach in the workplace. The reasons, said Levy, were multiple. The research contains startling figures about the extent to which South African employers seem to have turned their back on the system.
One in three of all CCMA hearings end in default awards; in other words, the employer simply did not pitch.
Under the rules, it is easy for a recalcitrant employer to push a dismissed employee to give up in despair. A complainant has to obtain a certificate of noncompliance from the commission, a writ of execution from the Labour Court and must pay the sheriff to attach the goods of the employer, if he can be found.
The CCMA declined to comment before studying the report. Are we too sensitive about our labour rights? Are our shop assistants grumpy? Do we overpay lawyers and labour consultants? Appearing before the CCMA on your own or being assisted by a representative makes almost no difference.
Is the system hard on employers, or are they hard on the system?
Venter said they failed to learn from their mistakes. When employers get it wrong, they get it wholly wrong: It means an employer did not give the worker a fair chance to state his case and firing the worker was too harsh a punishment.
We do not go gently: Labour law expert Andrew Levy estimates that two out of three dismissals are taken to the commission. Thieves and liars rule: Theft, fraud, dishonesty and unauthorised use of company property comprise more than one-third of all misconduct cases.
Are managers cutting corners? Are our managers really so good at monitoring and giving feedback that most trainees accept it when they are fired for not being up to the job?
What probably lies behind the figures is the tendency of managers to avoid rigorous monitoring, measurement and feedback and to get rid of underperforming workers by looking for signs of misconduct.Research papers. Acas' Research and Evaluation Section undertakes and commissions a range of in-depth research projects, findings from which are captured in our research papers series.
Strategies for Managing Conflict at the Workplace Thomas and Killlman (as cited in Huan & Yaznadifard, ) identified five strategies that individuals could use to respond to conflict, and make decisions in an environment marred by conflict.
Abstract. This paper intends to look at the causes of conflict in the workplace and the effects that it can have on the employers, employees, and the organization as a whole. 4 SIOP White Paper Series Abstract Work-life balance signifies the extent to which an employee experiences feeling fulfilled and having his or her needs met in both work and non-work facets of life.
Through experiencing greater work-life balance, individuals report feeling. Free Conflict papers, essays, and research papers.
Conflict Management in the Pygmy Culture - The way people behave within conflict is a strong indicator of whether peaceful resolution is a possible outcome of conflict management (Eunson, ). The Future of Jobs and Jobs Training.
As robots, automation and artificial intelligence perform more tasks and there is massive disruption of jobs, experts say a wider array of education and skills-building programs will be created to meet new demands.