Post on 16-Mar-2020
Human Resource Management –
Diploma
Module 1 Labour Relations
Section 1 Employee Grievances
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CONTENTS
Introduction ............................................................................................................................. 2
1. Grievance structures and procedures ........................................................................ 3
1.1 Communication structures and processes ........................................................... 3
1.2 Grievances framework ............................................................................................ 9
1.2.1 Conflict ................................................................................................................ 9
1.2.2 Differences between destructive & constructive conflict ........................ 14
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Introduction 1
From time to time complaints and disputes will arise out of the employee-
employer relationship, application or interpretation of various sources of
labour law or through a wide range of employee disgruntlement. It is inevitable.
A grievance in the employment context refers to a specific, formal notice of an
employee dissatisfaction expressed through an identified procedure. Grievance
procedures typically define within how many days after the incident or situation
complained of a grievance must be filed, in what form it must be filed, with whom it is
filed, and define rights such as the right to a hearing, representation at such hearing,
the right to a timely response, and rights to an appeal.
Grievances are usually based upon a violation of a law, violation of a term in an
employment contract, or a violation of a past practice. A past practice grievance
usually arises when management unilaterally, and without notice to the union,
changes an established procedure or disciplines an employee for following a past
practice.
When an employee is a member of a trade union, the procedures for filing a
grievance are defined in the agreement and policies established between the union
and each employer within the recognition agreement.
Grievance procedures vary within organisations according to set structures and
procedures as determine by the organisation.
1 Bendix., S., Industrial Relations in South Africa (Fifth Edition), Juta and Co. Ltd: Cape Town, 2010
Employee grievances are broad, and vary from general dissatisfaction with wages and conditions of
service, dissatisfaction regarding promotion or training and complaints about lack of facilities or
inadequate equipment to unhappiness on the part of an employee regarding unfair treatment,
unreasonable orders, unrealistic expectations and direct discrimination.
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The particular grievance procedures will depend on the following circumstances of a
particular undertaking:
its size
work process
organisational structure
management style
nature of employee representation
The grievance procedures should be developed to suit the specific organisation.
Frequently an organisation will attempt to implement generic procedures or
procedures used by other organisation, only to discover that they are impracticable
within the scope of the organisation. However there are general rules and guidelines
that should be taken into consideration when developing grievance procedures,
irrespective of the particular circumstances of an individual undertaking.
1. Grievance structures and procedures
Organisations need to have proper structures and processes in place to
communicate with employees. In an organisation where sufficient communication
structures exist between the various levels of management and employees, there is
no need to develop a separate grievance structure and procedures since it will be
integrated within the communication structure. Therefore before dealing with
grievance structures and procedures it is vital to deal with the communication
structure and processes internally.
1.1 Communication structures and processes2
It is important that the human resources management practitioner continuously seeks
ways to promote the use of effective communication processes and structures within
the organisation and to communicate these structures to the employees. The
traditional work relationship within the South African context is characterised by the
dominance of top-down communication and a lack of bottom-up or even horizontal
communication. To remedial this occurrence within organisations, it is necessary to
create a culture within organisations where communication happens, not only
communication but effective communication through regular meetings, sessions on
2 Bendix., S., Labour Relations in Practice – An outcomes-based approach, Juta and Co. Ltd: Cape Town, 2010
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operational matters and to facilitate an open and transparent relationship between
the employer-employee in such a way that mutual concerns are addressed as it
arises.
Communication with employees should go beyond just operational meetings, and
meeting with the employee’s trade unions, collective bargaining, but where
consultation and information sharing takes centre stage. Even though the
meetings/sessions should be done in a formal manner with a set agenda,
opportunities should be created where the employee will have a platform to raise
their concerns, to openly discuss their grievances and seek solutions without
converting to a formal launching of a grievance, but in a manner that will resolve
issues as it arises at floor level.
The communication concern facilitates the interactions between employees,
management and the employers. Communication should commence in a more
“interactive” manner in which sharing of information, experiences, thoughts, ideas,
feelings, perceptions and problems is promoted. In context of the labour relationship,
this sharing takes place with the purpose of improving the relationship, by promoting
knowledge of the organisation and of the other party and creating a mutual
understanding. The communication which occurs may be employer-initiated, may
stem from the employee or may take the form of joint consultation, the style being
adapted to the needs of the parties, the requirements of the organisation and the
circumstances in which the communication occurs. However communication should
be done within structures and processes that are known and effective.
In accordance with the International Labour Organisation Recommendation No 129 of 1967
communication is viewed as an important component for the promotion of sound labour relations. The
recommendation is based on the grounds that it is in “the common interest” of employers and employees
to “…recognise the importance of a climate of mutual understanding and confidence within undertakings
that is favourable both to the efficiency of the undertaking and to the aspirations of the workers.”
These recommendations has a direct effect on the dissemination and exchange of information
concerning to grievances, as resolving grievances through adopting a consultative approach of resolving
issues within the workplace through the establishment of sound employer-employee communication.
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R129 - Communications within the Undertaking Recommendation, 1967 (No. 129)
Preamble The General Conference of the International Labour Organisation,
Having been convened at Geneva by the Governing Body of the International
Labour Office, and having met in its Fifty-first Session on 7 June 1967, and noting the
terms of the Co-operation at the Level of the Undertaking Recommendation, 1952,
and considering that additional standards are called for, and having decided upon
the adoption of certain proposals with regard to communications within the
undertaking, which is included in the fifth item on the agenda of the session, and
having determined that these proposals shall take the form of a Recommendation,
adopts this twenty-eighth day of June of the year one thousand nine hundred and
sixty-seven, the following Recommendation, which may be cited as the
Communications within the Undertaking Recommendation, 1967:
I. General Considerations
1. Each Member should take appropriate action to bring the provisions of this
Recommendation to the attention of persons, organisations and authorities who may
be concerned with the establishment and application of policies concerning
communications between management and workers within undertakings.
2.
(1) Employers and their organisations as well as workers and their organisations should,
in their common interest, recognise the importance of a climate of mutual
understanding and confidence within undertakings that is favourable both to the
efficiency of the undertaking and to the aspirations of the workers.
(2) This climate should be promoted by the rapid dissemination and exchange of
information, as complete and objective as possible, relating to the various aspects of
the life of the undertaking and to the social conditions of the workers.
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(3) With a view to the development of such a climate management should, after
consultation with workers' representatives, adopt appropriate measures to apply an
effective policy of communication with the workers and their representatives.
3. An effective policy of communication should ensure that information is given and
that consultation takes place between the parties concerned before decisions on
matters of major interest are taken by management, in so far as disclosure of the
information will not cause damage to either party.
4. The communication methods should in no way derogate from freedom of
association; they should in no way cause prejudice to freely chosen workers'
representatives or to their organisations or curtail the functions of bodies
representative of the workers in conformity with national law and practice.
5. Employers' and workers' organisations should have mutual consultations and
exchanges of views in order to examine the measures to be taken with a view to
encouraging and promoting the acceptance of communications policies and their
effective application.
6. Steps should be taken to train those concerned in the use of communication
methods and to make them, as far as possible, conversant with all the subjects in
respect of which communication should take place.
7. In the establishment and application of a communications policy, management,
employers' and workers' organisations, bodies representative of the workers and,
where appropriate under national conditions, public authorities should be guided by
the provisions of Part II below.
II. Elements for a Communications Policy within the Undertaking
8. Any communications policy should be adapted to the nature of the undertaking
concerned, account being taken of its size and of the composition and interests of
the work force.
9. With a view to fulfilling its purpose, any communications system within the
undertaking should be designed to ensure genuine and regular two-way
communication –
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a) Between representatives of management (head of the undertaking, department
chief, foreman, etc.) and the workers; and
(b) Between the head of the undertaking, the director of personnel or any other
representative of top management and trade union representatives or such other
persons as may, under national law or practice, or under collective agreements, have
the task of representing the interests of the workers at the level of the undertaking.
10. Where the management desires to transmit information through workers'
representatives, the latter, if they agree to do so, should be given the means to
communicate such information rapidly and completely to the workers concerned.
11. Management should, in choosing the channel or channels of communication
which it considers appropriate for the type of information to be transmitted, take due
account of the difference in the nature of the functions of supervisors and workers'
representatives so as not to weaken their respective positions.
12. The selection of the appropriate medium of communication, and its timing, should
be on the basis of the circumstances of each particular situation, account being
taken of national practice.
13. Media of communication may include—
(a) Meetings for the purpose of exchanging views and information;
(b) Media aimed at given groups of workers, such as supervisors' bulletins and
personnel policy manuals;
c) Mass media such as house journals and magazines; news-letters and information
and induction leaflets; notice-boards; annual or financial reports presented in a form
understandable to all the workers; employee letters; exhibitions; plant visits; films;
filmstrips and slides; radio and television; (d) media aimed at permitting workers to
submit suggestions and to express their ideas on questions relating to the operation of
the undertaking.
14. The information to be communicated and its presentation should be determined
with a view to mutual understanding in regard to the problems posed by the
complexity of the undertaking's activities.
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15.
(1) The information to be given by management should, account being taken of its
nature, be addressed either to the workers' representatives or to the workers and
should, as far as possible, include all matters of interest to the workers relating to the
operation and future prospects of the undertaking and to the present and future
situation of the workers, in so far as disclosure of the information will not cause damage
to the parties.
(2) In particular, management should give information regarding—
(a) General conditions of employment, including engagement, transfer and
termination of employment;
(b) Job descriptions and the place of particular jobs within the structure of the
undertaking;
(c) Possibilities of training and prospects of advancement within the undertaking;
d) General working conditions;
(e) Occupational safety and health regulations and instructions for the prevention of
accidents and occupational diseases;
(f) Procedures for the examination of grievances as well as the rules and practices
governing their operation and the conditions for having recourse to them;
g) Personnel welfare services (medical care, health, canteens, housing, leisure,
savings and banking facilities, etc.);
(h) Social security or social assistance schemes in the undertaking;
i) The regulations of national social security schemes to which the workers are subject
by virtue of their employment in the undertaking;
(j) The general situation of the undertaking and prospects or plans for its future
development;
(k) The explanation of decisions which are likely to affect directly or indirectly the
situation of workers in the undertaking;
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(l) Methods of consultation and discussion and of co-operation between
management and its representatives on the one hand and the workers and their
representatives on the other.
(3) In the case of a question which has been the subject of negotiations between the
employer and the workers or their representatives in the undertaking or of a collective
agreement concluded at a level beyond that of the undertaking, the information
should make express reference thereto.
A study of the ILO Recommendations (R129) provides an adequately all-inclusive
framework for the establishment of interactive communication systems within the
organisation. It is designed mainly at management due to the fact that most
communication systems are management-initiated. Also, much of the information to
be shared originates from management and not from the employees. In this regards,
the role of the employees and their representatives is reactive. Information to which
they would not otherwise be privy is supplied to them for the formulation of a response.
Other than that, employee communication will be concerned essentially with
grievances, requests, suggestions and other issues typically from the employee’s
insights.
1.2 Grievances framework
1.2.1 Conflict 3
Conflict within the workplace is a daily occurrence; it is inevitable part of the
employee-employer relationship. The nature of conflicts within the workplace may be
caused by various factors, however the commonly conflict occurs when people
3 Kemp, N., Labour relations strategies: an interactional approach, Juta and Co. Ltd: Cape Town, 1992
Grievance and disciplinary procedures are understood to be included in these, but are not specifically
mentioned as other ILO Recommendations deal with these topics.
All behaviour has consequences of some sort for the individual. Looking at conflict, one finds that certain
events trigger conflict, which leads to the parties, involved reacting and behaving in certain ways. These
reactions either resolve or escalate the conflict. Therefore, the escalation or de-escalation of the conflict
is a direct consequence of the reactions of the people involved.
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perceive that their needs are being disenchanted by others or that their views and
opinions are not being heard or valued or where they have not been acknowledged.
It is therefore imperative that since conflict is integral mainly part of the employer-
employee relationship, it is necessary that organisations should be constantly aware
of the existence of potential conflicts and to attempt to handle it in as effective as
possible by setting a framework that employees can access to lodge grievances and
to resolve these grievance on the lowest possible level.
The human resource management practitioner needs to display a sound
understanding that the objective of labour relations is to address the needs of all
parties within the employer-employee relationship. Since the focus is upon
addressing needs, occurrence where needs not being met, will commence which
means that there is a conflict of interest between employer and employee. The
handling, management, containment, or resolution of this conflict is the prime
objective of labour relations and grievance management. It is necessary to
understand the causes of conflict, not only to envisage the manifestation and
escalation of such conflict, but also to make appropriate interventions in conflict
situations and to deal effectively with grievances.
Occurrence of conflict within the workplace
As mentioned before within the ever changing workplace, people, systems and
processes that are continuous under pressure to adapt, learn and innovate to provide
performance as anticipated by employers, conflict forms an unavoidable daily
occurrence. Success increasingly depends on the ability to create and maintain a
wide range of productive working relationships. In such a dynamic environment,
resolutions to conflict and grievances should be identified as it ‘happens’, avoiding
circumstances where grievances escalate to the stage of making a formal complaint.
Fostering a culture and practices that support pulsating working relationships is a
multifaceted on-going task to which all employee’s contributes within the
organisation, is an ideal environment all organisations works towards, irrespective the
nature and unique circumstances of such an undertaking. It included the notion to
encourage a climate and culture that addresses and resolves disagreements and
relationship challenges and reduces the risk of issues and potential conflicts becoming
entrenched grievances or complaints. Within this environment, the commitment
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towards fostering a safe, harmonious and productive environment for employees,
organisations will strive to develop a broad strategy that is designed to improve the
way complaints are managed, thereby building trust and confidence in the resolution
process.
Such a conflict strategy will include, but not limited to:
A workplace guide to resolve grievances and complaints, which provides
helpful information and resources for those involved in resolving grievances
and complaints
A Grievance/Complaint Resolution Policy and Procedures, with will be
available to employees through the Human Resource department, that will
provide set guidelines in handling conflict and grievances in accordance to
set procedures and criteria.
A training/awareness programme that will build capacity and confidence of
utilising the Grievance/Complaint Resolution processes internally and to have
trust in the capability and confidence of those managing complaints and
grievances.
Identify the causes of conflict4
Conflict should be pre-empted and the best way to go about that is to be prepared
and to identify conflict-causing situations.
The roots of conflict are to be found in the interaction between employee and
employer or between employees and other employees in the carry out of their duties.
Conflict is multifaceted, both in cause and consequence. The causes of conflict can
be divided into three main areas, but these are not mutually exclusive. In any conflict,
prime issues are invariably singled out, even though they may not be the main cause
of the dispute, but only the result of accumulated grievances that has built up over a
period of time. When detaching the causes of conflict, it is important to understand
the total context rather than limiting one’s approach only to certain issues.
4 Tustin, C. and Geldenhuys, D., Labour Relations: the Psychology of Conflict and Negotiation,(Second Edition), Oxford Southern Africa: Cape Town, 2000
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The three major categories of causes of conflict within the workplace are:
Distributive causes
Structural causes
Human relations causes
Distributive causes – Distributive causes underlie conflict that arises in the formulation
or substantive conditions of an employment relationship. They are based upon the
problem of the allocation or distribution of rewards/remuneration for the performance
of work. The initial provocation for the conflict may not necessarily emerge from within
the organisation, but from the market situation beyond the organisation’s boundaries.
For example, if the price of labour rises in the labour market, it is likely to produce a
demand by employees for a proportionate increase from the organisation. The main
cause for conflicts causes within this band lies mostly in the differences of objectives
and interests, and communication between different levels of an organisation
provides only a means to identify differences, to develop a better understanding, and
to seek accommodation within a mutually acceptable solution.
The primary objectives and needs of employers are to generate profits for themselves
and/or for the stakeholders as well, whereby the employee’s objectives and needs
are centred around his/her own survival and those dependant on him/her. Conflict
arises where one party strives to satisfy its primary objective without taking into
consideration the objectives/needs of the other party to the relationship, or even at
their cost.
Structural causes – Structural causes are the base of the problems associated with the
interactions brought about by the formal structure of the organisation. Conflict is
usually the result of a failure to structure the organisation properly, or a failure to adjust
its structure in times of change in order to deal with the role and authority problems
within the organisation. These conflicts are not always as manifest as the issues in
distributive conflict and for this reason are mostly ignored:
Specialisation – highly specialised jobs may lead to conflict, because those
employed within the positions lose contact with the tasks that others perform
and forget that each tasks is essential to the overall performance of the
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organisation holistically and not only on the tasks as performed by the
specialised, highly skilled employees.
Interdependence – when the inputs of employees are dependent on the
output of others, or if interdependence allows one group to gain at the
expense of another group, conflict is created.
Common resources – when different parties have to share resources, there is a
potential for conflict, especially when the shared resources become scarce.
This happens when a budget is shared across various departments or work units.
Goal differences – when employees within an organisation have different
goals, the possibility of conflict arises. For example is the conflicting goals of a
marketing department (disposing of outputs and increasing revenues) and a
purchasing department (timely acquisition of inputs at low prices).
Authority relationship – the hierarchical nature of traditional organisations
creates a hierarchy in people’s minds. For employees, the superiority of a
supervisor over a subordinate is no longer acceptable. Authority is often
resented, leading to conflict. In addition, some supervisors or managers are
more autocratic than others, increasing the potential for conflict. On the other
hand, too much reliance on participation may also stimulate conflict.
Participation encourages the promotion of differences.
Status inconsistencies – where employees experience a strong difference
between the status of management and that of other employees, for example
if managers have more flexibility, resentment and conflict may arise.
Jurisdictional ambiguities – this refers to unclear lines of responsibility within an
organisation. Instead of dealing with a situation, it becomes easy to “pass the
buck”, leading to conflict over responsibility.
Group membership – tenure and conflict in groups have been found to be
contrariwise related. The potential for conflict tends to be greatest where
group members are younger and where turnover is high.
Human relations causes – Human relations causes underlie the sort of problems that
emerge from the more informal, interpersonal level of interaction. This is an important
area of conflict because; all conflict is manifested at the human relations level,
whether its cause lies at the distributive or at the structural level.
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The sources of interpersonal conflict are:
Personal differences
Skills and abilities
Personalities
Values and ethics
Information deficiency through communication breakdown or barriers such as
language differences
Role incompatibility
Inter-role conflict, this is where a person experience conflict among the
multiple roles in his/her life
Intra-role conflict, this is where a person experience within a single role
Person-role conflict, this is where a person is expected to perform a role that
clashes with his/her personal values
Environmental stress, e.g. retrenchments, competitive pressures, high degrees
of uncertainty
Other human relations causes are intra-personal conflict, conflict that occurs within
the individual, whereby the person develops defence mechanisms that causes
conflict with others such as:
Aggressive mechanisms, e.g. fixation, displacement and negativism
Withdrawal mechanisms
Compromise mechanisms, where a person tries to over compensate for a
shortcoming by putting increased energy into unnecessary or other activities
that hampers the development of the entire team dynamics
1.2.2 Differences between destructive & constructive conflict 5
Even though it is important to have mechanisms in place to resolve conflict, conflict
should not be avoided at all cost. The approach should be to resolve conflict
successfully by reaching an agreement/solution that satisfies the needs of all parties
involved.
5 http://smallbusiness.chron.com/differences-between-destructive-constructive-conflict-1202.html
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Not all conflict within organisations should be perceived as destructive, even though
conflict does causes frustration, anger and other related feelings, proper conflict
resolution often generated positive results for the involved parties. The conflict
situation may even be of a beneficiary nature and be constructive, since the conflict
resolution might bring forth a solution that satisfies the needs of both the individual(s)
and the larger organisation, bring change and are developmental of nature.
When dealing with conflict it is important to understand the difference between
destructive and constructive conflict. Constructive conflict is defined as conflict in
which the benefits exceed the costs; it generates productive, mutually beneficial,
shared decisions. In constructive conflicts, the process becomes as important as the
end result. Individuals come together to redefine or strengthen their relationship for
the greater good of the parties, organisation involved. Destructive conflict often flows
from narrowly defined or rigid goals and most often produces negative results.
Individuals involved become less flexible and assume that the opposing party must
suffer defeat. Involved parties succumb to personal attacks, treats and a general tone
of hostility.
Constructive conflict operates the premises that through effective conflict resolution
all parties can win, and that the goals of both involved parties are flexible, for the
greater good of the organisation. When two opposing parties locate a common link
between them, they may begin the process of reaching a shared decision. Usually,
constructive conflict occurs when the parties feel comfortable with the level of
disagreement and acknowledge a need to compromise. Constructive conflict relies
on a steady flow of communication and a shared willingness to embrace change.
Destructive conflict, which often ignores the real issues between the conflicting
parties, occurs for a variety of reasons. Often, a power struggle is to blame; one party
remains determined to win his/her way on an issue of particular interest. Poor conflict
procedures and resolutions limit positive interaction and contribute to destructive
conflict. The causes of destructive conflict originate primarily from feelings of
inadequacy and hopelessness. Other contributing factors include lack of empathy,
inability to understand the views of others, fear of change and personal vulnerability.
Constructive conflict benefits both the involved parties and those around them, the
larger organisation. It opens communication, debate and the possibility of producing
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high-quality ideas and decisions. Employees develop better relationships with each
other and their superiors. Subsequently, collaboration begins to occur more often and
overall productivity increases. Constructive conflict helps to restore equality and
strengthen relationships. On the other hand destructive conflict, which promotes
inequality and an imbalance of power, often damages relationships and lead to a
total breakdown of the employer-employee relationship if the conflict is not handled
sufficiently, eventually leading to serious disputes. Employees who feel they are
judged negatively lose focus, fail to complete tasks, suffer a decrease in productivity
and lose self-confidence. Without the respect of their colleagues, these employees
experience frustration and resentment; they might spend more time trying to get even
rather than dealing with the underlying issues. Avoiding conflict and closing the
channels of communication increases the likelihood of additional destructive conflict.
Dealing with conflict
Setting conflict resolution mechanism in place is vital for all organisations to avoid
destructive conflict and to use conflict as a constructive tool to measure the overall
moral of the organisations, in order to develop best practices of doing things.
Organisations should adopt a pro-active approach when dealing with conflict
through:
Identify potential conflict of interest within an organisation. Based on an
evaluation of mandates, areas of activity, interest and needs of stakeholders,
it is possible and desirable to identify stakeholders who will have a conflict of
interests, to identify these interests and to manage the situation and/or to
create resolutions should those conflicts arise out of any given situation.
Identify potential opposing personalities – Opposing personality types can
make managing group dynamics particularly difficult and can have severe
impact on the productivity of a group and the outputs set.
Set clear mandates for employees with clear boundaries in which they
operate. Each employee should have a clear role description that is
demarcated in such a way to avoid misunderstandings. Employees can be
employed in areas or forums within their scope of expertise. This will avoid
situation where they rely on others for guidance to carry out their duties and
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responsibilities. Avoidance of dependency on one another yet within the
framework of team work, contributes to minimising conflicts.
Improve communication channels within the organisation so that opportunities
for misunderstanding are minimised.
Organisations should set clear guidelines in terms of resolving conflicts and grievances
through:
Setting clear “Rules of Order” – It is procedural correct for all organisations to
have a standard set of agreed upon rules of conduct, discipline and
conflict/grievance resolutions within the organisation.
Identifying potentially high conflict situations in advance – Conflict never
occurs suddenly and unexpected, it normally develops over a period of time,
if unattended. Therefore it is essential that where a possible situation is identified
as a potential conflict situation, management should intervene and set
mechanisms in place to avoid or manage the situation. Setting up effective
communication structures will normally neutralise the situation.
Encouraging and promoting diversity and tolerance within the workplace – It is
essential that organisations will create an environment that is tolerant towards
differences and promote a diverse workplace where religion and political
views are respected of individuals without trying to lobby for a specific religion
and/or political view.
To effectively deal with conflict organisations should understand why conflict and
belligerence occurs and to set up mechanisms to minimise the effect on the
workplace, since conflict will occur and should be resolved, rather than taking an
approach of avoidance at all costs. Organisations should develop a strategic action
plan when dealing with conflict or grievances. This strategy will normally entails a plan,
often the result of a policy and procedure that is based on the organisation vision and
mission and specific stance on handling conflict or grievances. The policy will also
state the intent; a strategy tries to apprehend the intent of the policy.
A strategy indicates what structures should be used; which of those should be
redeveloped for effectiveness. The strategy will be focussed on the implementation
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of the set structures and procedures as set forward by the policy and procedure
documents, what should happen in these structures? Who should be responsible for
what? One of the most important aspects of a strategy is that it provides a sequence;
what will come first, second and last, and what must be in place before a next step
can be taken. It focuses on the implementation of the policy and procedure.
From the strategy, implementation plans will be drawn up, plans that would put the
strategy into practice. There will be plans for creating the necessary structures, for
communication with stakeholders, for identifying and setting up communication
channels, for arranging awareness programmes and other face-to-face
communication sessions to convey the policies and procedures to the workforce and
for effectively formulating information. These plans will consist of a task, how the task
is to be done, who will be responsible for the task, and when the task should begin
and end.
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BIBLIOGRAPHY
Legislature
Promotion of Administrative Justice, Act 3 of 2000 as amended
Code of Good Practice on the Handling of Sexual Harassment Cases
Code of Good Practice on Aspects of HIV/Aids and Employment
HIV and AIDS Technical Assistance Guidelines
Code of Good Practice on Aspects on the Employment of People with
Disabilities
Books
Bendix., S., Industrial Relations in South Africa (Fifth Edition), Juta and Co. Ltd: Cape Town, 2010
Bendix., S., Labour Relations in Practice – An outcomes-based approach, Juta and Co. Ltd: Cape Town, 2010
Kemp, N., Labour relations strategies: an interactional approach, Juta and Co. Ltd: Cape Town, 1992
Tustin, C. and Geldenhuys, D., Labour Relations: the Psychology of Conflict and Negotiation,(Second Edition), Oxford Southern Africa: Cape Town, 2000
Swanepoel, B.J., Erasmus, B.J. and Schenk, H., South African Human Resource Management – Theory & Practice (Fourth Edition), Juta & Co Ltd: Cape Town, 2008
Internet references
http://smallbusiness.chron.com/differences-between-destructive-constructive-conflict-1202.html
http://www.scribd.com/doc/10159892/Grievance-Procedure