, PLEASE USE THIS DOCUMENT AS A GUIDE ONLY
Question 1: Employment Relations Perspectives
1. As Percy Nothando, Managing Director of LCE, you are experiencing a significant tension
between LCE's long-established employment relations approach and the new directives
introduced by Prime-Yield Holdings. Compare the employment relations perspective that has
historically guided LCE with the perspective now adopted by the board of Prime-Yield Holdings.
Present your answer in a table. For each perspective, identify it by name and explain how it
differs in terms of the role of the trade union and the nature of workplace conflict.
Perspective Role of the trade union Nature of workplace conflict
Explanation:
In the pluralist perspective, the
trade union is seen as a legitimate
Explanation:
representative of the workers'
This perspective views workplace
distinct interests. Its role is to
conflict as a rational and inevitable
protect and advance the interests of
outcome of the divergent interests
its members in areas such as fair
between the employer (focused on
wages, safe working conditions,
productivity) and employees
and overall employee well-being.
(focused on pay and conditions).
Management views the union as a
Conflict is not seen as destructive
genuine partner in resolving
The employment but is managed through "ongoing
workplace issues (Nel et al., 2025,
relations cooperation, negotiation, and joint
p. 9).
perspective consultation" to contain and
historically institutionalise it (Nel et al., 2025, p.
Evidence from the case study:
followed by 9).
LCE management "respected this
LCE:
decision, recognising that the
Evidence from the case study:
company and the union naturally
Pluralist "Rather than allowing these differing
represented different interests."
Perspective priorities to create conflict, both
They treated the union as a
parties addressed them through
"genuine partner in resolving
ongoing cooperation, negotiation,
workplace issues," and union
and joint consultation." The differing
representatives worked with
objectives of management and the
management on matters like
union were handled constructively,
"workplace safety, canteen
resulting in a "relationship built on
facilities, and ensuring community
mutual respect, collaboration, and
commitments delivered meaningful
constructive engagement."
benefits."
Question 1: Employment Relations Perspectives
1. As Percy Nothando, Managing Director of LCE, you are experiencing a significant tension
between LCE's long-established employment relations approach and the new directives
introduced by Prime-Yield Holdings. Compare the employment relations perspective that has
historically guided LCE with the perspective now adopted by the board of Prime-Yield Holdings.
Present your answer in a table. For each perspective, identify it by name and explain how it
differs in terms of the role of the trade union and the nature of workplace conflict.
Perspective Role of the trade union Nature of workplace conflict
Explanation:
In the pluralist perspective, the
trade union is seen as a legitimate
Explanation:
representative of the workers'
This perspective views workplace
distinct interests. Its role is to
conflict as a rational and inevitable
protect and advance the interests of
outcome of the divergent interests
its members in areas such as fair
between the employer (focused on
wages, safe working conditions,
productivity) and employees
and overall employee well-being.
(focused on pay and conditions).
Management views the union as a
Conflict is not seen as destructive
genuine partner in resolving
The employment but is managed through "ongoing
workplace issues (Nel et al., 2025,
relations cooperation, negotiation, and joint
p. 9).
perspective consultation" to contain and
historically institutionalise it (Nel et al., 2025, p.
Evidence from the case study:
followed by 9).
LCE management "respected this
LCE:
decision, recognising that the
Evidence from the case study:
company and the union naturally
Pluralist "Rather than allowing these differing
represented different interests."
Perspective priorities to create conflict, both
They treated the union as a
parties addressed them through
"genuine partner in resolving
ongoing cooperation, negotiation,
workplace issues," and union
and joint consultation." The differing
representatives worked with
objectives of management and the
management on matters like
union were handled constructively,
"workplace safety, canteen
resulting in a "relationship built on
facilities, and ensuring community
mutual respect, collaboration, and
commitments delivered meaningful
constructive engagement."
benefits."
