MODULE :LRM2601
,LRM2601 Exam Questions &
Answer Pack with Study Notes
and eBook
Contains:
• Exam Questions & Solutions
• Exam Study Notes
• eBook SA Employment
Relations_Theory&Practice_8 Ed
,LRM 2601 Exam Revision
Oct/Nov 2016; May/June2017; October/November 2017; and May/June 2018
CHAPTER 1:
INTRODUCING SOME FUNDAMENTALS OF EMPLOYMENT RELATIONS
FOUR DIMENSIONS OF EMPLOYMENT RELATIONSHIP:- (Pg 22 of SG)
***FICI
Formal dimension:
Parties have specific rights and duties based on official agreements between
them. This can be individual or collective.
Whether employment contract is verbal or written, it is an agreement between
the parties.
Characterised by certain agreements, rules, laws, regulations and formalities.
Informal dimension:
This refers to the dynamic aspects of human behaviour.
This could include human behaviour in a group context (informal collective
dimension); or in the context of the individual dimension.
It includes aspects and consequences which arise from the feelings and ideas
the various parties have about each other, their values, needs and outlook on
life, as well as their preferences and perceptions of each other.
Justice Perceptions
Distributive justice
Collective dimension:
Workers can organise into groups and enter into discussions as a group with
management or groups of employment.
This is referred to as labour-management relationship or the union-employer
relationship.
Labour organises workers in groups known as trade unions; act as
representatives of their members.
As a group, the union has a specific relationship with management; i.e.:
intergroup relations
Individual dimension:
Every individual has an employment relationship with the organisation.
Each worker interacts every day with the organisation.
The worker has a specific relationship with the organisation; from
management to colleagues as individuals. (individual / interpersonal / human
relations)
, THREE DIMENSIONS OR ASPECTS OF JUSTICE (JUSTICE PERCEPTIONS)-
Pg21-27)
***DIP
DISTRIBUTIVE JUSTICE
Distributive justice in employment relations concerns itself with
perceived fairness of organisational outcomes they receive.
Focuses on the perceived fairness of distributions or outcomes,
i.e.: how employees perceive their compensation compared with
that of others.
INTERPERSONAL JUSTICE
Perceived fairness of treatment by decision makers. The manner
in which outcomes are communicated to employees at an
interpersonal level. In employment relations, it relates to the
employees perceived fairness of the interpersonal treatment they
receive from authority figures.
PROCEDURAL JUSTICE
The employees perceived fairness of the substance of decisions or
outcomes. This is about the process that is used to make
decisions, i.e.: when an organisation decides to retrench
employees when there is no real economic need for the
retrenchments, this could be perceived to be procedurally unjust.
THEORETICAL PERSPECTIVES:- (Pg 9-11)
Pluralist perspective:
views the employing organisation as a coalition of
individuals/groups with diverse objectives, values and interests
distinct sectional groups with its own interests, objectives and
leadership
competitive in terms of leadership, authority and loyalty
,LRM2601 Exam Questions &
Answer Pack with Study Notes
and eBook
Contains:
• Exam Questions & Solutions
• Exam Study Notes
• eBook SA Employment
Relations_Theory&Practice_8 Ed
,LRM 2601 Exam Revision
Oct/Nov 2016; May/June2017; October/November 2017; and May/June 2018
CHAPTER 1:
INTRODUCING SOME FUNDAMENTALS OF EMPLOYMENT RELATIONS
FOUR DIMENSIONS OF EMPLOYMENT RELATIONSHIP:- (Pg 22 of SG)
***FICI
Formal dimension:
Parties have specific rights and duties based on official agreements between
them. This can be individual or collective.
Whether employment contract is verbal or written, it is an agreement between
the parties.
Characterised by certain agreements, rules, laws, regulations and formalities.
Informal dimension:
This refers to the dynamic aspects of human behaviour.
This could include human behaviour in a group context (informal collective
dimension); or in the context of the individual dimension.
It includes aspects and consequences which arise from the feelings and ideas
the various parties have about each other, their values, needs and outlook on
life, as well as their preferences and perceptions of each other.
Justice Perceptions
Distributive justice
Collective dimension:
Workers can organise into groups and enter into discussions as a group with
management or groups of employment.
This is referred to as labour-management relationship or the union-employer
relationship.
Labour organises workers in groups known as trade unions; act as
representatives of their members.
As a group, the union has a specific relationship with management; i.e.:
intergroup relations
Individual dimension:
Every individual has an employment relationship with the organisation.
Each worker interacts every day with the organisation.
The worker has a specific relationship with the organisation; from
management to colleagues as individuals. (individual / interpersonal / human
relations)
, THREE DIMENSIONS OR ASPECTS OF JUSTICE (JUSTICE PERCEPTIONS)-
Pg21-27)
***DIP
DISTRIBUTIVE JUSTICE
Distributive justice in employment relations concerns itself with
perceived fairness of organisational outcomes they receive.
Focuses on the perceived fairness of distributions or outcomes,
i.e.: how employees perceive their compensation compared with
that of others.
INTERPERSONAL JUSTICE
Perceived fairness of treatment by decision makers. The manner
in which outcomes are communicated to employees at an
interpersonal level. In employment relations, it relates to the
employees perceived fairness of the interpersonal treatment they
receive from authority figures.
PROCEDURAL JUSTICE
The employees perceived fairness of the substance of decisions or
outcomes. This is about the process that is used to make
decisions, i.e.: when an organisation decides to retrench
employees when there is no real economic need for the
retrenchments, this could be perceived to be procedurally unjust.
THEORETICAL PERSPECTIVES:- (Pg 9-11)
Pluralist perspective:
views the employing organisation as a coalition of
individuals/groups with diverse objectives, values and interests
distinct sectional groups with its own interests, objectives and
leadership
competitive in terms of leadership, authority and loyalty
