Research Report in Employee and Consumer Behaviour - HRIOP87 Assignment 2 2025 (640874) - DUE 23 May 2025 ;100 % TRUSTED workings, Expert Solved, Explanations and Solutions.

Exam (elaborations)
HRIOP87 Assignment 2 (100% COMPLETE
ANSWERS) 2025 (640874) - DUE 23 May
2025
Course
 Research Report in Employee and Consumer Behaviour (HRIOP87)
 Institution
 University Of South Africa
 Book
 Consumer Behaviour

Research Report in Employee and Consumer Behaviour - HRIOP87
Assignment 2 2025 (640874) - DUE 23 May 2025 ;100 % TRUSTED workings,
Expert Solved, Explanations and Solutions.

Understanding Employment Relations and Trade Union Rights in South
Africa: A Critical Review Based on Nel & Kristen (2025) South African labour
law 2025 Employment relations in South Africa Trade union rights South
Africa Organisational rights Labour Relations Act Multipartite employment
relations Employee involvement and participation HRIOP87 assignment help
Labour Relations Act organisational rights Effective employee voice
strategies CCMA dispute resolution process Employment relations role-
players South Africa employment dynamics Question 1 Title : From Tripartite
to Multipartite: The Evolving Dynamics of Employment Relations and
Employee Participation in South Africa 1.1 Shifting Employment Relations:
Tripartite vs Multipartite Perspectives

Question 1: From Tripartite to Multipartite: The Evolving
Dynamics of Employment Relations and Employee
Participation in South Africa
1.1 Shifting Employment Relations: Tripartite vs Multipartite Perspectives

Historically, employment relations in South Africa have been shaped by a tripartite framework
involving three key role-players: the state, employers, and trade unions (Nel & Kirsten, 2025).
This model was particularly relevant during the democratic transition post-1994, where social
dialogue was essential to ensure peaceful labour reforms. However, the increasing complexity of
the labour market has challenged the sufficiency of this traditional tripartite model. The shift
towards a multipartite employment relations system reflects an evolving need to recognize
new role-players and broader forms of employee engagement and representation.

Tripartite Relations: A Foundation Rooted in Collective Bargaining

,In the classic tripartite model, each stakeholder plays a clearly defined role:

 The State provides the regulatory framework via laws such as the Labour Relations Act
66 of 1995 (LRA), promotes social dialogue, and mediates conflict.
 Employers negotiate working conditions, wages, and terms of employment.
 Trade Unions act as the collective voice of workers, negotiating on their behalf and
representing them in disputes.

This structure enabled institutions such as NEDLAC (National Economic Development and
Labour Council) to become critical spaces for negotiation on national policy. The LRA
institutionalized the organisational rights of trade unions—such as access to the workplace,
deduction of union dues, and the right to represent employees in grievances and disciplinary
hearings—thereby reinforcing union involvement in employment relations.

Limitations of the Tripartite Model

Despite its strengths, the tripartite model has been increasingly criticized for:

 Excluding non-unionized employees, especially in the informal and gig economies.
 Failing to address the rise of atypical employment relationships, such as outsourcing,
labour brokering, and platform-based work.
 Overrepresenting formal sector interests, while neglecting the growing number of
precarious and vulnerable workers.

These limitations have necessitated a more inclusive and dynamic framework—multipartite
employment relations—which better captures the contemporary employment environment in
South Africa.

1.2 The Rise of Multipartite Employment Relations

Multipartite employment relations refer to the inclusion of additional actors and forms of
representation beyond the traditional triad. In the South African context, this includes:

 Community organizations and NGOs, especially in rural and informal sectors.
 Labour brokers and temporary employment services (TES).
 Independent contractors and gig workers.
 Workplace forums, employee committees, and non-union structures of participation.
 The Commission for Conciliation, Mediation, and Arbitration (CCMA) as a key
dispute resolution mechanism independent of traditional power blocs.

Nel & Kirsten (2025) argue that the evolution toward multipartite engagement is not only a
response to economic globalization and technological change, but also a recognition of the
diversity of worker identities and forms of labour in South Africa.

, This shift acknowledges that employee voice must extend beyond union representation to
include direct participation mechanisms, especially in non-unionised workplaces. Examples
include:

 Suggestion schemes
 Workplace forums as per Chapter V of the LRA
 Joint decision-making committees on occupational health, training, or transformation
 Digital platforms for feedback and participation, especially in tech and services sectors

1.3 Employment Relations Role-players in a Multipartite System

In a multipartite framework, the network of role-players includes:

Role-player Function
State Legislation (LRA, BCEA, EE Act), policy direction
Employers & Employer Organizations Wage setting, compliance, bargaining
Trade Unions Collective bargaining, representation
Non-Union Employee Bodies Direct voice mechanisms, participation
CCMA & Labour Courts Dispute resolution
Labour Brokers / TES Manage atypical employment
Civil Society / NGOs Advocacy for vulnerable workers
International bodies (e.g., ILO) Standard-setting and benchmarking

Each plays a role in shaping employment dynamics, making the system more complex but
potentially more inclusive.

1.4 Employee Involvement and Participation in the Multipartite Era

One of the most significant impacts of this shift has been on employee involvement strategies.
The traditional reliance on union-based voice is being supplemented—or in some cases replaced
—by non-union forms of participation. While these offer flexibility, they also pose challenges
regarding legitimacy and the depth of employee influence.

Key participation methods include:

 Consultative forums: Management seeks input before decisions.
 Workplace forums: As legally provided for in the LRA, these forums offer a platform
for joint consultation on non-wage matters.
 Employee surveys and digital voice tools: Tech-enabled communication facilitates
quicker feedback loops.
 Collaborative project teams: Used in knowledge and service sectors to foster inclusive
decision-making.

The effectiveness of these strategies, however, depends on power dynamics, management
support, and the extent of actual influence granted to employees.