HRIOP87
Assignment 2
Memo | Due
23 May 2025
NO PLAGIARISM
[Pick the date]
[Type the company name]
, 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
The dynamics of employment relations have evolved significantly in recent decades, with a
noticeable shift in focus from a traditional tripartite perspective—employer, employee, and the
state—to a more complex multipartite perspective that includes a wider range of stakeholders.
The traditional tripartite model provided a structured but limited framework, often centered on
industrial conflict resolution and collective bargaining mechanisms. However, in the
contemporary world of work, shifting socio-economic conditions, technological
advancements, globalisation, and changing workforce demographics have necessitated
broader engagement.
In the multipartite perspective, additional actors such as civil society organisations, non-
governmental organisations (NGOs), transnational corporations, international labour
organisations, and community interest groups now influence the employment relationship.
This expanded view acknowledges that the employment relationship is not isolated within the
boundaries of the workplace but is shaped by broader societal, political, and economic forces.
This shift has also encouraged organisations to embrace employee involvement and
participation (EIP) as integral to building more democratic and responsive workplaces. EIP
mechanisms, including suggestion schemes, team-based decision-making, and representative
participation through works councils or unions, empower employees to contribute to
organisational decision-making processes. As such, employment relations are no longer confined
to formal negotiations between management and labour but encompass ongoing, multidirectional
communication and collaboration among a diverse range of actors.
, This evolution towards a multipartite model lays the groundwork for a more inclusive and
sustainable approach to employment relations, where the employee voice, organisational
performance, and broader social interests intersect more dynamically.
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.
Assignment 2
Memo | Due
23 May 2025
NO PLAGIARISM
[Pick the date]
[Type the company name]
, 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
The dynamics of employment relations have evolved significantly in recent decades, with a
noticeable shift in focus from a traditional tripartite perspective—employer, employee, and the
state—to a more complex multipartite perspective that includes a wider range of stakeholders.
The traditional tripartite model provided a structured but limited framework, often centered on
industrial conflict resolution and collective bargaining mechanisms. However, in the
contemporary world of work, shifting socio-economic conditions, technological
advancements, globalisation, and changing workforce demographics have necessitated
broader engagement.
In the multipartite perspective, additional actors such as civil society organisations, non-
governmental organisations (NGOs), transnational corporations, international labour
organisations, and community interest groups now influence the employment relationship.
This expanded view acknowledges that the employment relationship is not isolated within the
boundaries of the workplace but is shaped by broader societal, political, and economic forces.
This shift has also encouraged organisations to embrace employee involvement and
participation (EIP) as integral to building more democratic and responsive workplaces. EIP
mechanisms, including suggestion schemes, team-based decision-making, and representative
participation through works councils or unions, empower employees to contribute to
organisational decision-making processes. As such, employment relations are no longer confined
to formal negotiations between management and labour but encompass ongoing, multidirectional
communication and collaboration among a diverse range of actors.
, This evolution towards a multipartite model lays the groundwork for a more inclusive and
sustainable approach to employment relations, where the employee voice, organisational
performance, and broader social interests intersect more dynamically.
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.
