LRM4801 Assignment 2 (100% COMPLETE ANSWERS) 2025 - DUE 7 July 2025

Advanced Labour Relations Management - LRM4801 Assignment 2 2025 - DUE 7 July 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: Labour relations perspective Labour relations theory offers different perspectives for understanding the nature of the employment relationship – most notably the unitarist, pluralist and radical perspectives. UASA appears to adopt a specific labour relations perspective in its approach to managing workplace change and stakeholder engagement. 1.1 Critically compare how UASA’s current labour relations approach, as described in the scenario, would be interpreted through a pluralist and a radical frame of reference. In your response, reflect on how each perspective would shape the understanding of conflict, perspective on trade union involvement, goals and values of employers and employees, and strikes. (10) 1.2 Based on your comparative analysis above, infer which labour relations perspective (unitarist, pluralist or radical) appears most dominant in UASA’s current approach. Justify your conclusion with specific examples from the scenario. (5) In your answer, reflect on how each perspective would shape the understanding of conflict, perspective on trade union involvement, goals and values of employers and employees, and strikes in the transformation process. [15] Question 2: Role-players in employment relations Examine the roles of the key employment relations actors involved in UASA’s transformation process. Discuss the importance and efficacy of each of these role-players at the organisational, industry, and national levels. In your analysis, consider the specific dynamics of the automotive manufacturing sector in South Africa LRM4801 Assessment 02 and how each role-player contributes to or hinders efforts to navigate change, promote fair labour practices, and maintain employment stability. [15] Question 3: External environmental analysis As part of the transformation at UASA, several trade unions, including the majority union affiliated with COSATU, have submitted a formal list of demands to the employer. These include: • A moratorium on retrenchments linked to automation • Guaranteed retraining and redeployment opportunities for affected employees • Enhanced worker participation in technology implementation decisions • A wage adjustment aligned with increased productivity from automation • Inclusion of a digital literacy allowance in the next round of wage negotiations We can assume that the union(s) conducted an environmental analysis to formulate these demands in response to both organisational changes and broader labour market shifts. As the representative of the Automative Industry Employers Association of South Africa (AIEASA), conduct an external environmental analysis using information from the Future of Jobs Report 2025, the South African economic context, and trends in the automative sector. Write a formal memorandum to the Automotive Industry Bargaining Council (AIBC) in which you: • Acknowledge the demands made by the union(s) representing UASA employees. • Summarise key external environmental factors influencing the automotive manufacturing industry. • State whether you agree or disagree with the demands, providing a clear justification based on your environmental analysis. • Draw conclusions about the feasibility and implications of the union’s demands for employers in the sector. • Present a reasoned argument that balances the interests of the business, workers, and the broader economic context. Question 4: Application of labour legislation: Employment Equity Act (EEA) Amendments [20] The Employment Equity Amendment Act, 4 of 2022, introduces significant changes to South Africa’s employment equity framework. Among the key amendments are sector-specific numerical targets, expanded enforcement powers for the Department of Employment and Labour, and a renewed emphasis on transformation as a condition for doing business with the state. UASA, as a designated employer in the manufacturing sector, is currently reviewing its employment equity practices to ensure compliance with the amended Act. Management is concerned about balancing the demands of compliance, transformation, and technological disruption brought on by the Fourth Industrial Revolution. Write a legal advisory report to UASA’s HR Executive Team that addresses the following: 4.1 Summarise the key amendments introduced by the 2022 changes to the Employment Equity Act and explain their implications for designated employers. (5) 4.2 Analyse how these amendments intersect with UASA’s current transformation and digital reskilling initiatives. (5) 14 © UNISA 2025 LRM4801 Assessment 02 4.3 Propose strategic recommendations to align UASA’s employment equity planning and labour relations strategy with both the amended EEA and the demands of a 4IR-driven environment. (5) [15] Question 5: Labour relations policy and strategic alignment UASA is undergoing a major transformation driven by automation and digital innovation. While management emphasises transparency, internal cohesion, and skills development, tensions with organised labour have revealed gaps in how employment relations are managed, particularly during times of change. Currently, UASA does not have a formalised labour relations policy aligned with its digital transformation strategy, and decisions regarding union engagement, dispute resolution, and change management have been handled inconsistently across departments. As a labour relations consultant, you have been asked to draft a strategic advisory brief for UASA’s Executive Committee. In your brief, address the following: 5.1 Discuss the strategic importance of implementing a formal labour relations policy at UASA in the context of its digital transformation. Explain how such a policy can contribute to organisational stability, employee trust, and fair employment relations, while enabling UASA to navigate the challenges of the Fourth Industrial Revolution. (10) 5.2 Propose key components that should be included in UASA’s labour relations policy, ensuring alignment with both legislative requirements and strategic business goals. (10) 5.3 Provide recommendations on how to embed the labour relations strategy into the broader employment relations and organisational strategies. (5) [25]