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Soclology exam

3 secLlons
SecLlon 1 Lssay Loplcs Lheory of lndusLrlal relaLlons 1rade unlons ManagemenL CovernmenL
SecLlon 2 CollecLlve bargalnlng labor law dlspuLe resoluLlon or sLrlkes

SecLlon 1

1heory of lndusLrlal relaLlons

1heorles ln lndusLrlal relaLlons are a fleld of sLudy raLher Lhan an academlc dlsclpllne LhaL conLalns some
dlsLlncLlve percepLlons whlch are more Lhan Lhe sum LoLal of lndlvldual dlsclpllnes
MusL accommodaLe boLh sldes of Lhe labour problem Lhe comblned achlevemenL of soclal welfare and
soclal conLrol
1heoreLlcal frameworks are lmporLanL as Lhey lnform Lhe quesLlons we pose Lhe sLrucLure of our
descrlpLlve measures 1heorles of lndusLrlal relaLlons funcLlon as ldeologles [usLlfylng parLlcular
worldvlews WhaL makes each Lheory susLalnable ls LhaL ls presenLs a coherenL from2work noL only for
undersLandlng and explalnlng lndusLrlal relaLlons buL also for [usLlfylng parLlcular lnLeresLs ln Lhe
economy
3 Maln Lheorles 1) unlLarlsm flnds LheoreLlcal supporL wlLhln arsonlan soclology and Lhrough
economlc Lheorles LhaL advocaLe uLlllLy as Lhe source of value lurallsm flnds LheoreLlcal [usLlflcaLlon ln
Lhe soclologlcal work of uurkhelm and ln Lhe Lheorles LhaL derlve value ln economlc acLlvlLy from Lhe
facLors of producLlon Class confllcL approach draws on Lhe MarxlsL LradlLlon whlch vlews value as Lhe
producL of human labour
unlLarlsm AL Lhe hearL of unlLarlsL lndusLrlal relaLlon concepLs lles Lhe ldea of Lhe workplace ls an
lnLegraLed and harmonlous enLlLy Managerlally orlenLaLed ln lLs assumpLlons and appllcaLlon Alms Lo
show LhaL any employee regardless of level musL be made Lo feel LhaL he ls noL merely a number on a
payroll buL a recognlzed member of a Leam 8e[ecLs Lhe ldea LhaL Lhere are Lwo sldes meanlng
execuLlves and managers and normal employees Lveryone ls on Lhe same slde members of Lhe same
Leam May be vlewed as raclsL and or sexlsL arLlcularly prevalenL ln small buslnesses Led Lo employee
dlssaLlsfacLlon labor Lurnover absenLeelsm and lndusLrlal acLlon CenLral assumpLlons lnclude
Work organlzaLlons have a unlLary sLrucLure wlLh a common purpose and value ManagemenL share a
common seL of lnLeresLs and a are a harmonlous Leam ManagemenL knows besLs oLher employees
need noL be lnvolved ln declslon maklng processes Lmployers dlsclpllnary powers are necessary and
leglLlmaLe CollecLlve bargalnlng and Lrade unlons promoLe dlsLrusL and dlsunlLy and are Lherefore
unnecessary and unwarranLed lndusLrlal confllcL ls an aberraLlon and lnvarlably Lhe resulL of bad
communlcaLlon sLupldlLy or aglLaLors
unlLarlsm depends on Lhe lnLernal soclal sLrucLure of Lhe organlzaLlon and wheLher Lhe predomlnanL
value sysLem of Lhe organlzaLlon ls accepLed by Lhe personnel LhaL lL employs unlLarlsL are wrong Lo
assume LhaL Lhere ls a common value sysLem
lurallsm
vlew of socleLy as belng posLcaplLallsL a relaLlvely wldespread dlsLrlbuLlon of auLhorlLy and properLy a
dlvlslon of ownershlp and managemenL and an lnsLlLuLlonal separaLlon of pollLlcal and lndusLrlal confllcL
And a commlLmenL Lo Lhe lnsLlLuLlonallzaLlon of confllcL lural characLerlzes Lhe lndusLrlal relaLlons
pracLlces of many large work organlzaLlons lL ls also Lhe mosL wldely adopLed framework ln research
and forms Lhe bedrock of lndusLrlal relaLlons pollcles of mosL governmenLs and lnLernaLlonal agencles
SouLh Afrlcans labour leglslaLlon ls based prlmarlly on plurallsL prlnclples Powever plurallsm ls far from
belng a homogenous framework of analysls wlLh unlform prescrlpLlons lLs developmenL reflecLs varled
dlsclpllnary rooL and dlverse concepLual and lnLerpreLaLlve frameworks and Lhe lmpacL of assorLed
ldeologlcal facLors as such plurallsm should be regarded as a loose and lncompleLe seL of ldeas bellefs
and values whlch acqulre coherence only when complemenLed by background assumpLlons whlch are
rarely arLlculaLed by plurallsLs Lhemselves AssumpLlons llke !usL as socleLy conslsLs of dlfferenL lnLeresL
groups so do work organlzaLlons conLaln dlfferenL pressure groups essence of plurallsm ls LhaL
employees should noL be regarded as a slngle coherenL group buL as a fragmenLed among a mulLlpllclLy
of secLlonal groupleLs SocleLy ls percelved as a coallLlon of plural lnLeresL groups held LogeLher ln some
sorL of balance or equlllbrlum by Lhe agency of Lhe sLaLe 1he sLaLe ls an lmparLlal servanL or referee of
socleLy as a whole 1he enLerprlse llke socleLy conslsLs of lndlvlduals wlLh confllcLlng lnLeresLs and goals
glven LhaL Lhe workplace ls composed of lndlvlduals who are formed lnLo a varleLy of dlsLlncL secLlonal
groups wlLh Lhelr own ob[ecLlves lnLeresLs and leadershlp Lhe organlzaLlon ls ln a permanenL sLaLe of
dynamlc Lenslon resulLlng from Lhe lnherenL confllcL of lnLeresL beLween Lhese grouplngs and requlres
Lo be managed Lhrough a varleLy of roles lnsLlLuLlons and processes All lnLeresL groups ln socleLy have a
more or less equal lnfluence on sLaLe pollcles 1rade unlons are leglLlmaLe and necessary vehlcles for
proLecLlng and promoLlng Lhe lnLeresLs of Lhe employees unlons ln and of Lhemselves do noL cause
confllcL wlLh Lhe organlzaLlon lndusLrlal confllcL ls an lnevlLable resulL of Lhe dlfferenL lnLeresL groups
pursulng Lhelr own ob[ecLlves 8oLh parLles employers and employees should agree LhaL desLrucLlve
confllcL should be avold AlLhough confllcL ls lnevlLable and leglLlmaLe Lhe esLabllshmenL of sLrucLures
and procedures wlLhln whlch Lhls confllcL can be conLalned ls lmporLanL lnsLlLuLlonallzaLlon of Lhe
lndusLrlal confllcL ls Lherefore a prlmary funcLlon of lndusLrlal relaLlons lurallsm ls Lhe ldeal sLaLe
Lowards whlch all lndusLrlal relaLlons sysLems are headlng
Class confllcL approaches
MarxlsL vlew of caplLallsL socleLles as dlvlded lnLo anLagonlsLlc class forces Class confllcL ls unavoldable
rooLed ln Lhe sLrucLures of socleLy lLself and noL [usL an lndusLrlal phenomenon lndusLrlal relaLlons can
Lherefore be undersLood only as prL of a broader analysls of caplLallsL socleLy ln generl and Lhe soclal
relaLlon s of producLlon class sLruggle and Lhe dynamlcs of caplLallsL accumulaLlon MarxlsL Lhoery of
lndusLrlal relaLlons ls a conLradlcLlon of Lerms WhaL ls convenLlonally sLudled may be concelved as a
feLlshlsed presenLaLlo of Lhe class sLruggle and Leh varlous forms ln whlch lL ls aL leasL emporarlly
conLalned fragmenLed and rouLlnlsed lndusLrlal relaLlons are Lhe consecraLed euphemlsm ln Lhe
permanenL confllcL now acuLe and subdeud beLween caplLal and labour CenLral assumpLlons and ldeas
CaplLallsL socleLles are characLerlsed by prlvaLe properLy producLlon for proflL and class sLruggle Whlle
plurallsLs assume LhaL Lhe [olnL regulaLlon of lndusLrlal relaLlons ls ln Lhe lnLeresLs of boLh parLles
marxlsLs vlew Lhe normaLlve sLrucLures and lnsLuLlonallsed forms of lndusLrlal relaLlons as Leh ouLcome
of apower sLruggle beLween caplLal and labour A caplLallsL socleLy ls synonymous wlLh greaL maLerlal
lnequallLles and a hlghly unequeal dlsLrlbuLlon of power for lnsLance lndlvldual workers are for mroe
dependanL onL he lndvldlual employer as a source of lncome Lhan Lhe oLher way around AsymmeLry of
power relaLlons ln Lhe workplace ls derlved malnly from Lhe ownershlp of Lhe means of producLlon Lhe
laLLer acLs as a source of power and conLrol AssoclaLlon lnLrade unlons for Lhe purpose of collecLlve
represenLaLlon of lnLeresLs reflecLs an aLLempL by wage labourers Lo overcome Lhe power lmbalances
Lhey experlence as lndlvlduals ln Lhe workplace alLhough Lrade unlons can assume cerLaln proLecLlve
funcLlons Lhelr lnfluence on lndusLrlal relaLlons ls overesLlmaLed 1he domlnaLlon comes from Lhe
ownershlp and conLrol of caplLal AL besL lndusLrlal relaLlons can only alLer marglnal lssues and power
raLher Lhan fundamenLal lssues such as Lhe dlsLrlbuLlon of wealLh ln socleLy 1rade unlons have become
esLabllshed and accepL raLher Lhan a challenge Lo Lhe sysLem Lhe Lrade off beLween proflLs and wages ls
a zero sum process Lhe lower Lhe prlce pald by Lhe caplLallsL Lhe labour Lhe greaLer hls proflLs

1rade unlons
1rade unlons play a vlLal economlc role by negoLlaLlon of wages of members ConLrol Lhe labour supply
Sveral shorLcomlngs
ollLcal unlonlsm reduces Lhe probablllLy LhaL workers wlll qulL Lhelr [obs unlons alLer Lhe composlLlon
of Lhe compoensaLlon packages Lowards frlnge beneflLs unlons reduce Lhe lnequallLy of wages among
workers and reduce gaps unlonlnsed workplace under rules LhaL are more expllclL and less open Lo
managerlal dlscreLlon Lhan non unlonlsed slLes MosL unlons are hlghly democracLlc unlonlsm ls
assosclaLed wlLh hlgher levels of producLlvlLy unlonlsed flrms lnLroduce modern Lechonology as rapldly
as non unlon flrms and are aL Lhe forefronL of lnnovaLlons and lndusLrlal relaLlons
luncLlons of Lrade unlon Slx ASLC1s
1) ower an agency ls of medlum power unlons depend on Lhe power Lhey derlve from Lhe sLrenghL
of membershlp Largely funcLlon due Lo by bargalnlng lnLernal and exLernal sLrengLh wer of lnLernal
membershlp sancLlons and power as an organlsaLlon over lLs members and lLs means of securlng
compllance wlLh lLs declslons exLernal sancLlons lL can brlng Lo bear on Lhe employers and Lhe sLaLe ln
negoLlaLlons or Lo compel Lhem Lo observe agreemenLs
2) Lconomlc regulaLlon MosL unlon members regard Lhe collecLlve and negoLlaLlon wages as Lhe mosL
lmporLanL funcLlon of a Lrade unlon Powever helps geL good wages for unlonlsed workers
3) [ob regulaLlon prlmarlly concerned wlLh proLecLlng and enhanclng Lhe poslLlon of lLs members ln Lhe
employmenL relaLlonshlp Lhls lnvolves noL only collecLlve regulaLlon as far as posslble
[ob regulaLllng role ls supporLed by leglslaLlon
4) Soclal change 1rade unlons seek Lo aLLaln a more egallLarlan socleLy basee on broadly soclallsL
prlnclples porLrays and reflecLs Lhe organlsaLlon of Lhe worklng class ln a passlve way Maxlmum
weapon of Lrade unlons Lhe wlLhdrawal of labour ls very llmlLed
3 Member servlces can help wlLh Lhe employees
6) Self fullflemenL lles prlmarlly wlLhln Lhe unlons own lnLernal sysLem of governmenL where worker
conLrol and parLlclpaLlon are lmporLanL prlnclpes and Lhe colelcLlve bargalnlng sysLem where Lerms and
condlLlons of employmenL are esLabllshed and managemenLs prerogaLlves are curLalled

uevelopmenL of Lrade unlons ln SA
Many lnfluenecs Low levels of lndusLrlallasLlon and Lhe use of mlgranL labor llmlLed Lhe developmenL
1rade unlons played a slgnlflcanL role ln Lhe sLruggle for lndependence whlch generaLed an anLlcolonlal
or pollLlcal raLher Lhan any caplLallsL LxLenslve role of posL lndependence governmenL lne conomlc
developmenL encouraged a Lendency Lo subordlnaLe and dlrecL Lhe Lrade unlon movemenL Lowards Le
ob[ecLlves of naLlonal economlc developmenL
Lconomlc galns by Lralde unlons sLraLeglc varlables such as varlaLlons ln Lhe naLure and sLrucLure of Lhe
lndusLry and workforce beLween well organlsed and poorly organlsed segmenLs shlfLs ln soclal values as
reflecLed ln governmenL pollcles and legls and changes ln managerlal aLLlLudes and behavlour Lconomlc
varlables such as changes ln prlces wages and elvels of employmenL CrganlsaLlonal varlables such as Lhe
characLer of Lhe Lrade unlon and lLs leadershlp and Lrade unlon denslLy
Many roles gulld frlendly socleLy company unlon soclal parLner soclal movemenL
llrsL crafL unlonlsm
1hen opullsL unlonlsm noL anormal Lrade unlon Lhe lCu llnanclal mlsmanagemenL lallure and producL
of lLs Llme ollLlcal unlonlsm SAC1u



ManagemenL Cb[ecLlves Mlnlmlslng unlL laboru cosLs reduce labour cosLs per unlL of ouLpuL Lhan
Lhose of compeLlng flrms Lnsurlng lnLernal cerLalnLy Lo malnLaln predlclLabllLy of ouLpuL 8eLalnlng
maxlmum conLrol over declslon maklng process lno rder Lo respon qulckly and efflclencyl Lo shlfLs ln Lhe
markeL
ManagemenL ls a sysLems acLor key wokrlng ln a sysLem of lnsLlLuLlons processes and rules LhaL ln Lurn
are shaped by Lechonlogy SLraLeglc acLor ln lndusLrlal lnLerlocklng sysLem funcLlonlng ln accordance
wlLh lLs own lnLernal loglc buL SysLems acLor model suggesLs Leh sLrucLures wlLhln whlch sLraLeglc
cholces are made can faclllLaLe or obsLrucL Lhe developmenL of cerLaln sLraLeles SLraLegy based on
quallLy v cosL
An agenL of caplLal emanaLes ouLslde Lhe LradlLlon compelled by Lhe laws of Lhe labour markeL
ower and conLrol Managerlal conLrol ls reduced Lo Lhe monlLorlng of employee performance
coordlnaLlon Lo ensure Lhe producLlve use of machlnery and maLerlals exercvlse of auLhorlLy over Lhe
performance of employees Lhrough Lhe lmposlLlon of a hlerarchy of powers and rewardsneed for
conLrol because managerlal progaLlve ls necessary and lnevlLabl resulL of lncreased complelxLy and
funcLlonal lnLegraLlon Also a soclal consequence of Lhe proflL moLlve ln caplLallsL producLlon lorms of
conLrol Mechanlsm Lhrough whlch employers dlrecL and speclfy work Lasks 8ocedures wehreby Lhe
performance of employees ls upervlsed monlLored and evaluaLed ApparaLuses of dlsclpllne and reward
Lo ellclL cooperaLlon and compllance luncLlonal dlvslon beLween llne or general managemenL and
varlous speclallsL grouplngs such as personnel and flnance Plerarchlal dlvlslon wLlhln managemenL wlLh
conslderable dlfferenLlals lnsLaLus anad auLhorlLy and declslons maklng power
Managerlal prlnclples mrlghLLo manage org and make declslons 8elaLlonshlp beLween managemeLn
and employees recoglnlLlon of Lhe value of employees as an asseL Lo Lhe oerganlsaLlon and Lhelr rlghL Lo
represenL grlvance Lo managemLn and [oln unlons and managemenLs deslre Lo develop a cllmaLe of
muLual accepLance 1he deLermlnaLlon of Lerms and condlLlons of employmenL Lhls lncludes and Lhelr
represenLaLlve Lo consulL and negoLlaLe on lssues of muLual concern Lhe lnLenLlon of Lhe parLles Lo be
bound by collecLlve agreemenLs Appraoch Lo employmenL MalnLenance of an adequaLe skllls base and
rules governlng recrulLmenL moLlvaLlon promloLln and LermlnaLlon of employemenL 8ole of procedures
lndusLrlal relaLlons procedures are deslgned Lo resolve problems speedlly and ln a muLually accepLable
manner

CovernmenL
CovernmenL lnLervenLlon ln lndusLrlal relaLlons respecLlve roles of Lhe governmenL and Lhe lndlvldual ln
Lhe creaLlon and slLrlbuLlon of econmlc wealLh 1he role of Lhe governmenL ln Leh managemenL and
conLrol of Lhe economy 1he approach and Lhe prlorlLy afforded Lo soclal welfare 1he naLure and
auLhorlLy of pollLlcal declslonmaklng
lorms of governmenL lnLervenLlon MarkeL lndlvlduallsm


CollecLlve bargalnlng appllcaLlon of Lhe L8A resumed Lo be an employee lf Pls or her manner of
hours of work are sub[ecL Lo conLro forms parL of an organlsaLlon has worked for aLleasL 40 hours per
monLh Lhree monLhs economlcally dependanL provlded wlLh Lools orowrk equlpmenL renders for or
works for one person volunLarlsm and Lhe rlghL Lo bargaln CannoL slmply allege rlghL Lo bargaln CourL
cannoL declde whaL ls falr or noL Crg rlghLs Lrade unlons access workplace deducLlon of Lrade unlon
subscrlpLlons Lrade unlon reps leave for Lrade acLlvlees dlsclousre of lnfo

luncLlons of collecLlve bargalnlng Lconomlc funcLlon redlsL of lncome soclal funcLlon regulaLlo
workplace pollLlcal ldeologylca

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