Co-Determination: The Answer to South Africa’s Industrial Relations Crisis

Description

Co-determination integrates Organisational Development (OD) as a field of study with Employee Relationships (ER). Human Resources (HR) in companies are often so fragmented that the full function is managed in a disjointed way. This book crosses the boundaries between the functionalities and argues theoretically, (and shows practically) that the integration of different fields of HR can have huge benefits for organisations. If OD is done correctly, ER will be a much more fulfilling field; and if ER embraces co-determination, OD can add real strategic business value. Co-determination is a book rich in African philosophy, stories, narratives, cases and theory – all in a kaleidoscope of different angles studying the same topic. Different role-players have worked together in various disciplines over decades to reach this point where insights on a progressive book on co-determination can finally be shared. The wisdom inside this book will linger long after you've finished reading it. Dr Rica Viljoen's model on inclusivity, was acknowledged as one of the 10 most promising contributions to the field of Management, Spirituality and Religion by the Academy of Management in 2008. Since then, this approach to hearing the voices of the whole social system has been applied in 42 different countries with over 100,000 participants. Rica has been presented with the CEO award for her contribution to the field of study nationally and internationally by the Institute of People Management (IPM), for which she also acts as ambassador, and has received two additional awards from the Academy of Management for her contribution. She is an adjunct faculty member of the Henley Business School in South Africa, associated with Reading University, and a senior research associate at the University of Johannesburg. Henk van Zyl worked as a HR professional in the transport industry for 36 years, of which 20 were at the Executive level. For more than 19 years he gained extensive knowledge and experience in Employee Relations at Interstate Bus Lines at the Bargaining Council level. He developed and implemented an advanced ER Co-determination Model, the first in South Africa, whereby unions are engaged at the strategic and executive levels to take responsibility for creating wealth for employees and all stakeholders. Henk is currently a Specialised Facilitator: Co-determination at Metamor Consulting. Dr Joyce Toendepi is an effective and efficient strategic planner who has the capability and expertise to devise and promote innovative solutions that challenge mainstream thinking. She has a particular interest in professional leadership and leadership development issues, as well as extensive understanding of the leadership requirements and challenges facing the African continent, which is why she wants to dedicate most of her research space to authentic leadership and how it can benefit Africa. She is currently associated with the University of Johannesburg. Stefan Viljoen has a Masters of Commerce Degree in Business Management. In addition, Stefan has seven years'experience working within a business consulting environment. With this solid pedigree, Stefan is an expert in managing complex client interactions while proactively engaging with all internal and external stakeholders in order to influence the outcome of a project. Cover TITLE PAGE ENDORSEMENTS COPYRIGHT PAGE TITLE PAGE TWO DEDICATION ACKNOWLEDGEMENTS TABLE OF CONTENTS ABOUT THE EDITORS ABOUT THE CONTRIBUTORS FOREWORD PREFACE Chapter 1: THE CHANGING WORLD OF WORK INTRODUCTION AND BACKGROUND THE SCENARIO FORMULATION PROCESS RECENT SOUTH AFRICAN SCENARIOS FLAGS – AS UNFOLDING EVENTS THE SABPP’s LABOUR MARKET SCENARIOS FOUR POSSIBLE SCENARIOS FOR THE SA LABOUR MARKET THROUGHTO 2030 FLAGS TO WATCH WHAT THE FUTURE HOLDS ACCORDING TO SCENARIO PLANNING THE SOUTH AFRICAN BOARD OF PEOPLE PRACTICES’ STANDARDS (SABPP) CONCLUSION REFERENCES ENDNOTES Chapter 2: THINGS ARE DONE DIFFERENTLY HERE: An African spiritual consciousnessperspective on co-determination INTRODUCTION ‘SECURING THE BASE’ FOR AFRICA’S ADVANCEMENT CO-DETERMINATION WITHIN THE SOUTH AFRICAN CONTEXT AN AFRICAN SPIRITUAL CONSCIOUSNESS APPROACH CONSIDERATIONS FOR THE EMERGING WORLD OF WORK CONCLUSION REFERENCE LIST ENDNOTES Chapter 3: ORGANISATIONAL BEING: Human Niches Inclusivity INTRODUCTION GRAVESIAN PRINCIPLES THAT UNDERPIN HUMAN NICHES SPIRAL DYNAMICS IN INTERSTATE BUS LINES MESHWORK, INCLUSIVITY IN PRACTICE CONCLUSION REFERENCES ENDNOTES Chapte r4: CO-DETERMINATION CONCEPTUALISED INTRODUCTION THE CONCEPT OF CO-DETERMINATION EMPLOYEE INVOLVEMENT IN SA WHY FORUMS WERE ESTABLISHED CHARACTERISTICS AND LIMITATIONS OF WORKS FORUMS IN SOUTH AFRICA CO-DETERMINATION, CULTURE AND STRUCTURES OF INVOLVEMENT CONCLUSION REFERENCES ENDNOTES Chapter 5: THEORETICAL UNDERPINNINGS OF CO-DETERMINATION AS RADICAL TRANSFORMATION PROCESSES INTRODUCTION BACKGROUND AND CONTEXT INCLUSIVITY AS RADICAL TRANSFORMATIONAL PROCESS CONCLUSION REFERENCES ENDNOTES Chapter 6: HUMAN REACTIONS TO CHANGE INTRODUCTION CHANGE HUMAN REACTIONS TO CHANGE THE IMPACT OF STRESS IN THE SOUTH AFRICAN ORGANISATIONAL CONTEXT STRESS AND THE SOUTH AFRICAN ORGANISATION CHANGE AND/OR CHAOS IN THE CHANGING WORLD OF WORK CONCLUSION REFERENCES ENDNOTES Chapter 7: THE IMPORTANCE OF LEADERSHIP IN RADICAL CHANGE EFFORTS INTRODUCTION THE SOUTH AFRICAN CONTEXT AS BACKDROP SOCIAL SYSTEMS AND THEIR DYNAMICS THE DYNAMIC ROLE OF LEADERSHIP IN COMPLEX ADAPTIVE SYSTEMS INCLUSIVE PARTICIPATION INTEGRATION AND CONCLUSION REFERENCES ENDNOTES Chapter 8: CREATING SHARED VALUE THROUGH CO-DETERMINATION – SOUTH AFRICAN CASES INTRODUCTION ESKOM – THE UNFOLDING VISION INITIATIVE CASHBUILD INTERSTATE BUS LINES SOLMS-DELTA: A CASE OF CO-DETERMINATION IN SOUTH AFRICA THE DEVASTATING CONTRAST: THE STORY OF A CHICKEN FARM THE STORY OF MANGWANANI, THE AFRICAN SPA EMERGING INSIGHTS IN SUMMARY REFERENCES ENDNOTES Chapter 9: PREPARING INTERSTATE BUS LINES FOR THE RADICAL, INCLUSIVE STRATEGY OF CO-DETERMINATION INTRODUCTION PART 1: BACKGROUND OF INTERSTATE BUS LINES BACKGROUND OF IBL HISTORY OF EMPLOYEE RELATIONS AT IBL THE EMPLOYEE RELATIONS MODEL AT IBL: WHERE IBL IS TODAY CONCLUSION REFERENCES ENDNOTES Chapter 10: CO-DETERMINATION MADE PRACTICAL AT INTERSTATE INTRODUCTION HIGH STANDARD OF HR PRACTICES UNDERSTANDING PEOPLE AND MANAGING DIVERSITY LEADING IN THE RAINBOW NATION SETTING CREATE OWNERSHIP AND A SENSE OF BELONGING ENERGISE AND INVEST IN EMPLOYEES PERFORMANCE AND CULTURE PART 2: CORNERSTONES AND BUILDING BLOCKS OF IBLCO-DETERMINATION CO-DETERMINATION CORNERSTONES OF THE IBL CO-DETERMINATION MODEL CASE STUDIES – A TREND TOWARDS CO-DETERMINATION OBSERVATIONS AND LESSONS LEARNT BY IBL MANAGEMENT THROUGH UNION RELATIONSHIPS MOBILISING THE WORKFORCE PART 3: IBL APPROACH AND MECHANISMS TO CO-DETERMINATION CO-DETERMINATION AGREEMENT DISPUTE PREVENTION AND RESOLUTION AGREEMENT THE ROLE OF THE WORKPLACE REPRESENTATIVE COUNCIL (WRC) THE ROLE OF THE JOINT FORUM (JF) GRIEVANCES DISCIPLINE CONCLUSION REFERENCES ENDNOTES Chapter 11: CO-DETERMINATION – A PRACTICAL APPROACH INTRODUCTION STEP BY STEP EXPLANATION OF HOW TO IMPLEMENT CO-DETERMINATION IN YOUR ORGANISATION STUDY THE PRINCIPLES OF CO-DETERMINATION GET EVERYBODY ON BOARD DESIGNING OF AGREEMENTS IMPLEMENTING THE PROCESS LEADERSHIP DEVELOPMENT UNDERSTANDING BUSINESS PRINCIPLES SELECTION CRITERIA FOR SHOP STEWARDS/COMMITTEE MEMBERS EMPLOYEE ENGAGEMENT AND TRUST IN PRACTICE THE COW PHILOSOPHY REFERENCES ENDNOTES Chapter 12: A DIFFERENT KIND OF HUMAN: Essentials for the Success of Co-determination in South Africa INTRODUCTION SOUTH AFRICA IN CONTEXT THE SOCIAL CONSTRUCTION OF SUPERIOR AND INFERIOR HUMANS THE HUMAN IN SOUTH AFRICAN ORGANISATIONS MAPPING THE WAY FORWARD BUSINESS COMPLICITY IN OPPRESSION CRITICAL DIVERSITY LITERACY INTERSECTIONALITY MATRIX OF DOMINATION CONCLUSION REFERENCES ENDNOTES Appendix A: CO-DETERMINATION AGREEMENT Appendix B: CLOSED SHOP AGREEMENT Appendix C: COLLECTIVE RECOGNITION AND PROCEDURAL AGREEMENT Appendix D: DISPUTE PREVENTION AND RESOLUTION AGREEMENT Annexure 1: GRIEVANCEDISPUTE PREVENTION AND RESOLUTION PROCEDURE Annexure 2: WORKPLACE REPRESENTATIVE COUNCIL (WRC) DISPUTE PREVENTION AND RESOLUTION PROCEDURE Annexure 3: JOINT FORUM (JF) DISPUTE PREVENTION AND RESOLUTION PROCEDURE Annexure 4: DISCIPLINE DISPUTE PREVENTION AND RESOLUTION PROCEDURE Annexure 5: INTERSTATE BUS LINES PRE-HEARING MINUTES Annexure 6: INTERSTATE BUS LINES PRE-ARBITRATION MINUTES Appendix E: QUALITATIVE RESEARCH REPORT National Dynamics ACKNOWLEDGEMENTS INDEX Untitled Back Cover