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HRIOP87
Assignment 2 Memo
| Due 23 May 2025
NO PLAGIARISM
[Year]
, Exam (elaborations)
HRIOP87 Assignment 2 Memo | Due 23 May
2025
Course
Research Report in Employee and Consumer Behaviour (HRIOP87)
Institution
University Of South Africa (Unisa)
Book
South African Employment Relations
HRIOP87 Assignment 2 Memo | Due 23 May 2025. All questions fully
answered.
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.
Question 1.1 – Introduction based on Nel & Kirsten (2025), Chapters 2 and 9:
1.1 Introduction: From Tripartite to Multipartite Perspectives in Employment
Relations
Employment relations have traditionally been understood through a tripartite lens, focusing on
the interaction between employers, employees, and the state. This classical framework
emphasised collective bargaining, industrial conflict resolution, and legal regulation. However,
contemporary shifts in the labour market—driven by globalisation, technological
advancement, the rise of atypical employment, and growing stakeholder activism—have
challenged the adequacy of this model.
Nel & Kirsten (2025) argue that modern employment relations require a multipartite
perspective, which acknowledges the growing influence of additional stakeholders such as
labour brokers, non-governmental organisations, trade unions, multinational corporations,
civil society, and even international bodies like the ILO. These actors shape employment
relations through advocacy, policy development, international labour standards, and socio-
economic pressures.
,The shifting boundaries in employment relations reflect a dynamic and complex interaction
between economic, legal, political, and social forces. For example, in the context of South
Africa, BBBEE policies, affirmative action, and social justice movements have added layers
to the employment relations environment that transcend traditional employer-employee
dynamics.
Thus, this shift calls for a broader understanding of employment relations that is inclusive,
participative, and sensitive to the power relations and socio-economic disparities that affect
workplace dynamics. This forms the foundation for exploring employee involvement and
participation, which are no longer confined to formal mechanisms like collective bargaining but
extend to inclusive decision-making processes, workplace forums, and consultative practices
that enhance organisational performance and employee engagement.
1.1 Introduction
Employment relations in the 21st century have evolved significantly, moving away from
traditional frameworks dominated by a tripartite perspective—which views employment
relations as interactions solely between the state, employers, and trade unions. While this
model was historically effective during the industrial era, it no longer adequately captures the
complexity of modern workplaces, which are influenced by a wider array of actors and forces.
A multipartite perspective has emerged, recognising that multiple stakeholders—including
non-governmental organisations (NGOs), community-based organisations, global institutions,
the media, professional bodies, and even consumers—play influential roles in shaping
employment relations. For example, international labour standards and global supply chain
expectations increasingly influence how employers engage with workers. Additionally,
technology, informal work arrangements, and the rise of remote and gig work have blurred
traditional employer–employee boundaries.
This shift demands a more holistic understanding of employment relations dynamics, including
not only formal structures like collective bargaining but also informal mechanisms for employee
involvement and participation. Thus, employment relations today are not just about conflict
resolution or power negotiations, but also about collaboration, communication, and shared
decision-making within a broader socio-economic and political context.
In light of this evolution, it is essential to explore the key ingredients that define these new
employment relations dynamics, particularly the mechanisms and levels of employee
involvement and participation, which are critical for enhancing organisational performance,
trust, and workplace democracy.
, 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.
1.2 Overview of the Role-Players and Stakeholders in Employment Relations
Employment relations involve multiple interacting role-players and stakeholders, each
influencing the nature and outcomes of the employment relationship. Traditionally framed within
a tripartite model—comprising employers, employees, and the state—the landscape of
employment relations in South Africa has expanded to include a wider array of actors,
reflecting a multipartite perspective. These actors influence workplace dynamics, shape labour
policy, and contribute to socioeconomic development.
1. Employers and Employer Parties
Employer parties play a central role in employment relations by initiating the employment
relationship, defining organisational policies, and managing the workforce. In South Africa,
these include:
Private sector employers (e.g., corporations, SMEs),
State-owned enterprises, and
Public sector departments.
Employers often act individually or collectively through representative bodies such as:
Business Unity South Africa (BUSA),
National Employers' Association of South Africa (NEASA), and
Chambers of Commerce and Industry.
These organisations represent employer interests in collective bargaining, policy dialogue, and
dispute resolution processes. They influence wage negotiations, employment standards, and
national economic policies.
2. Employees and Employee Parties
HRIOP87
Assignment 2 Memo
| Due 23 May 2025
NO PLAGIARISM
[Year]
, Exam (elaborations)
HRIOP87 Assignment 2 Memo | Due 23 May
2025
Course
Research Report in Employee and Consumer Behaviour (HRIOP87)
Institution
University Of South Africa (Unisa)
Book
South African Employment Relations
HRIOP87 Assignment 2 Memo | Due 23 May 2025. All questions fully
answered.
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.
Question 1.1 – Introduction based on Nel & Kirsten (2025), Chapters 2 and 9:
1.1 Introduction: From Tripartite to Multipartite Perspectives in Employment
Relations
Employment relations have traditionally been understood through a tripartite lens, focusing on
the interaction between employers, employees, and the state. This classical framework
emphasised collective bargaining, industrial conflict resolution, and legal regulation. However,
contemporary shifts in the labour market—driven by globalisation, technological
advancement, the rise of atypical employment, and growing stakeholder activism—have
challenged the adequacy of this model.
Nel & Kirsten (2025) argue that modern employment relations require a multipartite
perspective, which acknowledges the growing influence of additional stakeholders such as
labour brokers, non-governmental organisations, trade unions, multinational corporations,
civil society, and even international bodies like the ILO. These actors shape employment
relations through advocacy, policy development, international labour standards, and socio-
economic pressures.
,The shifting boundaries in employment relations reflect a dynamic and complex interaction
between economic, legal, political, and social forces. For example, in the context of South
Africa, BBBEE policies, affirmative action, and social justice movements have added layers
to the employment relations environment that transcend traditional employer-employee
dynamics.
Thus, this shift calls for a broader understanding of employment relations that is inclusive,
participative, and sensitive to the power relations and socio-economic disparities that affect
workplace dynamics. This forms the foundation for exploring employee involvement and
participation, which are no longer confined to formal mechanisms like collective bargaining but
extend to inclusive decision-making processes, workplace forums, and consultative practices
that enhance organisational performance and employee engagement.
1.1 Introduction
Employment relations in the 21st century have evolved significantly, moving away from
traditional frameworks dominated by a tripartite perspective—which views employment
relations as interactions solely between the state, employers, and trade unions. While this
model was historically effective during the industrial era, it no longer adequately captures the
complexity of modern workplaces, which are influenced by a wider array of actors and forces.
A multipartite perspective has emerged, recognising that multiple stakeholders—including
non-governmental organisations (NGOs), community-based organisations, global institutions,
the media, professional bodies, and even consumers—play influential roles in shaping
employment relations. For example, international labour standards and global supply chain
expectations increasingly influence how employers engage with workers. Additionally,
technology, informal work arrangements, and the rise of remote and gig work have blurred
traditional employer–employee boundaries.
This shift demands a more holistic understanding of employment relations dynamics, including
not only formal structures like collective bargaining but also informal mechanisms for employee
involvement and participation. Thus, employment relations today are not just about conflict
resolution or power negotiations, but also about collaboration, communication, and shared
decision-making within a broader socio-economic and political context.
In light of this evolution, it is essential to explore the key ingredients that define these new
employment relations dynamics, particularly the mechanisms and levels of employee
involvement and participation, which are critical for enhancing organisational performance,
trust, and workplace democracy.
, 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.
1.2 Overview of the Role-Players and Stakeholders in Employment Relations
Employment relations involve multiple interacting role-players and stakeholders, each
influencing the nature and outcomes of the employment relationship. Traditionally framed within
a tripartite model—comprising employers, employees, and the state—the landscape of
employment relations in South Africa has expanded to include a wider array of actors,
reflecting a multipartite perspective. These actors influence workplace dynamics, shape labour
policy, and contribute to socioeconomic development.
1. Employers and Employer Parties
Employer parties play a central role in employment relations by initiating the employment
relationship, defining organisational policies, and managing the workforce. In South Africa,
these include:
Private sector employers (e.g., corporations, SMEs),
State-owned enterprises, and
Public sector departments.
Employers often act individually or collectively through representative bodies such as:
Business Unity South Africa (BUSA),
National Employers' Association of South Africa (NEASA), and
Chambers of Commerce and Industry.
These organisations represent employer interests in collective bargaining, policy dialogue, and
dispute resolution processes. They influence wage negotiations, employment standards, and
national economic policies.
2. Employees and Employee Parties
