HRIOP87 Assignment 2 (100% COMPLETE ANSWERS) 2025 - DUE 23 May 2025

Research Report in Employee and Consumer Behaviour - HRIOP87 Assignment 2 2025 - DUE 23 May 2025 ;100 % TRUSTED workings, Expert Solved, Explanations and Solutions. For assistance call or W.h.a.t.s.a.p.p us on ...(.+.2.5.4.7.7.9.5.4.0.1.3.2)........... QUESTION 1 – Nel & Kristen (2025), Chapters 2 and 9 Briefly discuss the key ingredients of employment relations dynamics and employee involvement and participation. Use the following guidelines: 1.1 Introduction Start with a critically discussing the shifting boundaries and move beyond a strictly tripartite perspective to a multipartite perspective. 1.2 Overview of the role-players and stakeholders in employment relations. Critically discuss the role-players and stakeholders in employment relations by referring in your answer to employer parties, employee parties and the State. Also, identify and explain which parties form part of the “actors”, role-players and stakeholders in employment relations systems, with particular reference to South Africa. 1.3 Conclusion Critically discuss the challenges of implementing effective employee voice practices and processes in South African organisations. (20) QUESTION 2 – Nel & Kristen (2025), Chapter 4 Read the following case study and answer the questions that follow: Organisational rights or not? Pietro Giovanni was the production manager at Spark Batteries, which was situated in the Industrial Development Zone in Coega, Port Elizabeth. He was recruited from Italy for his technical expertise in the latest production techniques and know-how relating to the production of batteries. To assist him in establishing the plant, he appointed a number of young chemical engineers and Joseph Mpendu, a local graduate, to look after the human resource requirements. The plant was doing well under Pietro’s leadership and the local motor manufacturing industry showed a growing interest in the plant’s product range. The number of production workers, who were all remunerated on an hourly basis, had grown to 96 in total. Spark employed a total of 136 employees, including administrative, marketing, finance, and managerial staff, who were all employed on a monthly basis. Pietro had an easy-going managerial style and generally his employees liked him. However, he knew what he wanted and set challenging goals. Because the plant was relatively small, it was easy to arrange staff functions where Pietro would discuss new developments and talk about the future of the plant. In the two years of Spark’s existence, the pace of development and growth of the plant had been frantic, and the focus had mainly been on the technical side of the operation. Pietro was devastated when Joseph showed him a letter from the National Union of Mines (NUM) in which the union claimed it had signed up 45 of Spark’s employees, including three administrative staff and even an engineer. The union demanded organisational rights and, in addition, wanted disclosure of information and the appointment of shop stewards. The union also requested access to employees during their lunch break on company premises. Pietro lost his sense of humour and his Italian heritage kicked in; after all he had done for his workers and the success, they had achieved in such a short space of time, he felt betrayed. Pietro told Joseph that the union officials would not be allowed on the premises and that, fortunately, the engineer’s membership did not count for anything because he was not paid hourly, and the same applied to the administrative staff. The union demanded a meeting within 30 days. Pietro wondered whether the union realised how busy he was. Pietro told Joseph that he realised that the nature of the game had changed and that they would have to prepare carefully. 2.1 Is Pietro Giovanni’s approach to the union demands justified? Motivate/substantiate your answer. (4) 2.2 Can Pietro prevent union officials from getting access to the plant? Motivate your answer. (4) 2.3 Can the engineer who joined the NUM be excluded from the list? Substantiate your answer. (3) 2.4 Is management obliged to disclose information to the NUM under these circumstances? Explain. (4) 2.5 Which organisational rights would the NUM qualify for, if any? (3) 2.6 Explain what the NUM must do to exercise its organisational rights (assuming that it is entitled to such rights). (4) 2.7 Should a dispute arise regarding organisational rights, outline the procedure that must be followed to resolve it. (4) 2.8. Advise Pietro on a possible approach he can adopt in dealing with employee relations, going forward. (4) (30) TOTAL: [50] SELF-EVALUATION Each of the following questions should be answered in no more than 100 words at the end of your assignment. 1. What competencies, areas of knowledge, skills and attributes did you need to complete this assignment? (Refer also to the graduateness skills and attributes you developed by completing this assignment. Use the graduateness skills and attributes assessment framework outlined in Tutorial Letter 301.) 2. Has your competence as an aspiring industrial psychologist improved as a result of your completing the assignment and consulting the relevant sources? Name a few competencies that you think should be developed further to enhance your graduateness and employability. 3. Did the assignment tasks add value to the way in which you apply knowledge and skills in the workplace? 4. Did the assessment criteria provide you with an adequate framework for evaluating your performance in your assignment? If not, what other criteria and guidance should be added? 5. What aspects of the course, the study material and your learning experience would you like to improve? How? 6. Do the assignment tasks reflect the learning outcomes and the assessment criteria? 7. Do you feel that you have personally developed as a result of this reflection (completing these self-evaluation questions)? Please elaborate. Please note: These questions will help you to assess your achievement of the outcomes and your use and/or development of specific competencies.