LRM4801
Assignment 2
(100%
ANSWERS) 2025
- DUE 7 July 2025
NO PLAGIARISM
[Pick the date]
[Type the company name]
,Exam (elaborations)
LRM4801 Assignment 2 (100% ANSWERS)
2025 - DUE 7 July 2025
Course
Advanced Labour Relations Management (LRM4801)
Institution
University Of South Africa (Unisa)
Book
Introducing Labour Relations Management in South Africa
LRM4801 Assignment 2 (100% ANSWERS) 2025 - DUE 7 July 2025 Ubuntu
AutoTech South Africa (UASA) Ubuntu AutoTech South Africa (UASA) is a
Gauteng-based automotive manufacturing company with a workforce of just
over 2000 employees. As part of its strategic vision for long-term
competitiveness and alignment with global manufacturing trends, the
company is rolling out a large-scale automation and digital transformation
initiative. This move is directly inspired by the World Economic Forum’s
Future of Jobs Report 2025, which emphasises the need for agility, lifelong
learning, and alignment between technology and human capital. The
transformation project includes the integration of robotics on the assembly
line, advanced data analytics systems, and predictive maintenance
technologies. The executive team sees these changes as an opportunity to
boost productivity, reduce operational costs, and modernise the company’s
processes. To support this strategic shift, UASA management has adopted an
internal communication approach that emphasises unity and shared
purpose. Slogans such as “One Team, One Future” and “Together Towards
Tomorrow” feature prominently in CEO webinars and staff newsletters.
Training academies have been launched to facilitate reskilling and upskilling,
although participation is based on management-driven skills forecasting
rather than negotiated development pathways. Despite recognising multiple
trade unions in the workplace, UASA tends to favour consultative
engagement over formal collective bargaining processes. Management
believes that conflict can be minimised through transparent leadership and
ongoing communication. However, union representatives have expressed
dissatisfaction with the limited scope of their involvement, particularly
regarding restructuring processes. Executives have downplayed these
concerns, framing transformation as a “strategic business imperative, not a
negotiation.” In line with this philosophy, middle managers have been
trained to manage employee resistance proactively and to align
departmental practices with overarching transformation goals. While formal
grievance channels remain, employees are encouraged to resolve issues
informally to “preserve harmony and focus.” UASA's internal approach to
labour relations is occurring within a broader context of a highly unionised
,automotive sector in South Africa—one historically marked by adversarial
labour relations. Three major trade unions are active at UASA, including one
affiliated with COSATU. Tensions have grown due to concerns over unilateral
decision-making, automation-driven job displacement, and unequal access to
new skills development opportunities. LRM4801 Assessment 02 13 © UNISA
2025 At an industry level, UASA participates in the Automotive Industry
Employers Association of South Africa (AIEASA), a key body in sectoral
bargaining and policy coordination. Sectoral matters affecting wages,
working conditions, and employment standards are negotiated through the
Automotive Industry Bargaining Council (AIBC), which plays a central role in
stabilising labour relations in the automotive sector. While AIEASA promotes
proactive investment in workforce digital readiness and diversity, it also
cautions employers to anticipate resistance if transformation is not
approached collaboratively. These concerns are proving valid. Several
disputes related to redeployment, job grading, and severance packages have
been referred to the Commission for Conciliation, Mediation and Arbitration
(CCMA). Although UASA previously resolved most conflicts internally, the
rising number of referrals points to waning employee trust and growing
perceptions of procedural unfairness. To address these challenges, UASA has
established a Joint Labour-Management Transformation Forum comprising
HR executives, shop stewards, and employee-elected representatives.
However, union delegates have voiced frustration that the forum serves a
symbolic rather than substantive role, with limited influence on final
decisions. These organisational tensions are further compounded by national
labour market challenges, including high youth unemployment, limited skills
transformation, and rising pressure for socially just workplace reforms.
UASA’s experience highlights the complex interplay between internal
strategies, sectoral dynamics, and broader socio-economic realities shaping
labour relations in South Africa today. Compounding these dynamics is the
introduction of the Employment Equity Amendment Act, 4 of 2022, which
requires designated employers like UASA to comply with new sectoral
targets and reporting obligations. UASA’s HR team must now evaluate how
its transformation plans align not only with economic and technological
imperatives, but also with legal compliance, employment equity goals, and
stakeholder expectations in a highly regulated labour environment. 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)
, 1.1 Critically comparing UASA's labour relations approach through Pluralist
and Radical Frames of Reference
Pluralist Frame of Reference:
Understanding of Conflict: A pluralist perspective acknowledges that conflict is
inevitable and legitimate in the employment relationship. It stems from the existence of
diverse interest groups (management and employees/unions) with inherently different
goals (e.g., profit for management, better wages/conditions for employees). Conflict is
seen as a natural outcome of these competing interests, rather than a sign of dysfunction
or external agitators.
o Interpretation of UASA: From a pluralist view, UASA's "One Team, One
Future" and "Together Towards Tomorrow" slogans, along with its emphasis on
"transparent leadership and ongoing communication" to minimise conflict, would
be seen as downplaying the fundamental conflict of interests. The rising
number of CCMA referrals and union dissatisfaction would be interpreted as
evidence that UASA's attempts to bypass formal collective bargaining and
"resolve issues informally" are failing to adequately address the inherent conflicts.
The pluralist perspective would argue that UASA is attempting to impose a
unitarist view onto a pluralist reality, leading to suppressed but ultimately
surfacing conflict.
Perspective on Trade Union Involvement: Pluralists view trade unions as legitimate
and necessary representatives of employee interests. They act as a countervailing
power to management, providing employees with a collective voice and balancing the
inherent power imbalance in the employment relationship. Collective bargaining is seen
as the primary mechanism for resolving disputes and reaching mutually acceptable
agreements.
o Interpretation of UASA: UASA's "favouring consultative engagement over
formal collective bargaining processes" and executives downplaying union
concerns by framing transformation as a "strategic business imperative, not a
negotiation" would be seen as a rejection of legitimate union involvement. The
pluralist perspective would criticize UASA for undermining the role of trade
unions and denying employees their right to collective representation in crucial
decisions, particularly those related to restructuring, job displacement, and skills
development. The Joint Labour-Management Transformation Forum, perceived
by union delegates as "symbolic rather than substantive," further reinforces the
pluralist critique that UASA is not genuinely engaging with unions as equal
partners.
Goals and Values of Employers and Employees: Pluralists recognize that employers
and employees have partially divergent and partially common interests. While
employers seek efficiency, productivity, and profitability, employees seek fair wages, job
security, good working conditions, and development opportunities. The goal is to find a
balance between these interests through negotiation and compromise.
Assignment 2
(100%
ANSWERS) 2025
- DUE 7 July 2025
NO PLAGIARISM
[Pick the date]
[Type the company name]
,Exam (elaborations)
LRM4801 Assignment 2 (100% ANSWERS)
2025 - DUE 7 July 2025
Course
Advanced Labour Relations Management (LRM4801)
Institution
University Of South Africa (Unisa)
Book
Introducing Labour Relations Management in South Africa
LRM4801 Assignment 2 (100% ANSWERS) 2025 - DUE 7 July 2025 Ubuntu
AutoTech South Africa (UASA) Ubuntu AutoTech South Africa (UASA) is a
Gauteng-based automotive manufacturing company with a workforce of just
over 2000 employees. As part of its strategic vision for long-term
competitiveness and alignment with global manufacturing trends, the
company is rolling out a large-scale automation and digital transformation
initiative. This move is directly inspired by the World Economic Forum’s
Future of Jobs Report 2025, which emphasises the need for agility, lifelong
learning, and alignment between technology and human capital. The
transformation project includes the integration of robotics on the assembly
line, advanced data analytics systems, and predictive maintenance
technologies. The executive team sees these changes as an opportunity to
boost productivity, reduce operational costs, and modernise the company’s
processes. To support this strategic shift, UASA management has adopted an
internal communication approach that emphasises unity and shared
purpose. Slogans such as “One Team, One Future” and “Together Towards
Tomorrow” feature prominently in CEO webinars and staff newsletters.
Training academies have been launched to facilitate reskilling and upskilling,
although participation is based on management-driven skills forecasting
rather than negotiated development pathways. Despite recognising multiple
trade unions in the workplace, UASA tends to favour consultative
engagement over formal collective bargaining processes. Management
believes that conflict can be minimised through transparent leadership and
ongoing communication. However, union representatives have expressed
dissatisfaction with the limited scope of their involvement, particularly
regarding restructuring processes. Executives have downplayed these
concerns, framing transformation as a “strategic business imperative, not a
negotiation.” In line with this philosophy, middle managers have been
trained to manage employee resistance proactively and to align
departmental practices with overarching transformation goals. While formal
grievance channels remain, employees are encouraged to resolve issues
informally to “preserve harmony and focus.” UASA's internal approach to
labour relations is occurring within a broader context of a highly unionised
,automotive sector in South Africa—one historically marked by adversarial
labour relations. Three major trade unions are active at UASA, including one
affiliated with COSATU. Tensions have grown due to concerns over unilateral
decision-making, automation-driven job displacement, and unequal access to
new skills development opportunities. LRM4801 Assessment 02 13 © UNISA
2025 At an industry level, UASA participates in the Automotive Industry
Employers Association of South Africa (AIEASA), a key body in sectoral
bargaining and policy coordination. Sectoral matters affecting wages,
working conditions, and employment standards are negotiated through the
Automotive Industry Bargaining Council (AIBC), which plays a central role in
stabilising labour relations in the automotive sector. While AIEASA promotes
proactive investment in workforce digital readiness and diversity, it also
cautions employers to anticipate resistance if transformation is not
approached collaboratively. These concerns are proving valid. Several
disputes related to redeployment, job grading, and severance packages have
been referred to the Commission for Conciliation, Mediation and Arbitration
(CCMA). Although UASA previously resolved most conflicts internally, the
rising number of referrals points to waning employee trust and growing
perceptions of procedural unfairness. To address these challenges, UASA has
established a Joint Labour-Management Transformation Forum comprising
HR executives, shop stewards, and employee-elected representatives.
However, union delegates have voiced frustration that the forum serves a
symbolic rather than substantive role, with limited influence on final
decisions. These organisational tensions are further compounded by national
labour market challenges, including high youth unemployment, limited skills
transformation, and rising pressure for socially just workplace reforms.
UASA’s experience highlights the complex interplay between internal
strategies, sectoral dynamics, and broader socio-economic realities shaping
labour relations in South Africa today. Compounding these dynamics is the
introduction of the Employment Equity Amendment Act, 4 of 2022, which
requires designated employers like UASA to comply with new sectoral
targets and reporting obligations. UASA’s HR team must now evaluate how
its transformation plans align not only with economic and technological
imperatives, but also with legal compliance, employment equity goals, and
stakeholder expectations in a highly regulated labour environment. 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)
, 1.1 Critically comparing UASA's labour relations approach through Pluralist
and Radical Frames of Reference
Pluralist Frame of Reference:
Understanding of Conflict: A pluralist perspective acknowledges that conflict is
inevitable and legitimate in the employment relationship. It stems from the existence of
diverse interest groups (management and employees/unions) with inherently different
goals (e.g., profit for management, better wages/conditions for employees). Conflict is
seen as a natural outcome of these competing interests, rather than a sign of dysfunction
or external agitators.
o Interpretation of UASA: From a pluralist view, UASA's "One Team, One
Future" and "Together Towards Tomorrow" slogans, along with its emphasis on
"transparent leadership and ongoing communication" to minimise conflict, would
be seen as downplaying the fundamental conflict of interests. The rising
number of CCMA referrals and union dissatisfaction would be interpreted as
evidence that UASA's attempts to bypass formal collective bargaining and
"resolve issues informally" are failing to adequately address the inherent conflicts.
The pluralist perspective would argue that UASA is attempting to impose a
unitarist view onto a pluralist reality, leading to suppressed but ultimately
surfacing conflict.
Perspective on Trade Union Involvement: Pluralists view trade unions as legitimate
and necessary representatives of employee interests. They act as a countervailing
power to management, providing employees with a collective voice and balancing the
inherent power imbalance in the employment relationship. Collective bargaining is seen
as the primary mechanism for resolving disputes and reaching mutually acceptable
agreements.
o Interpretation of UASA: UASA's "favouring consultative engagement over
formal collective bargaining processes" and executives downplaying union
concerns by framing transformation as a "strategic business imperative, not a
negotiation" would be seen as a rejection of legitimate union involvement. The
pluralist perspective would criticize UASA for undermining the role of trade
unions and denying employees their right to collective representation in crucial
decisions, particularly those related to restructuring, job displacement, and skills
development. The Joint Labour-Management Transformation Forum, perceived
by union delegates as "symbolic rather than substantive," further reinforces the
pluralist critique that UASA is not genuinely engaging with unions as equal
partners.
Goals and Values of Employers and Employees: Pluralists recognize that employers
and employees have partially divergent and partially common interests. While
employers seek efficiency, productivity, and profitability, employees seek fair wages, job
security, good working conditions, and development opportunities. The goal is to find a
balance between these interests through negotiation and compromise.
