Significantly, in terms of the policy development process, 40% of subjects identified that some form of outside consultation is done before the policy is developed. This consultation is either through the consideration of market surveys involving similar organisations or through the consultation of experts on the law or issues included in the policy. One subject stated that internal surveys of employees were also consulted before developing policies. It was also found that 50% of the subjects' organisations have set up an Employment Equity Committee to oversee the development of policies and to ensure that they are both in line with the legislation and non-discriminatory.
A further sub-theme is involvement which explores the participation of management, Human Resources, employees and the trade unions in the policy development process. In 70% of the cases, the Human Resources department develops the policies. According to a further subject, the functional heads of department, reporting to the Human Resource Director at the
organisation's Head Office, "are responsible for initiating (policy) if there isn't one;
updating, constantly reviewing etc." Where policies are needed regarding their function, these functional heads will develop the policies themselves after consultation with market and internal employee surveys. In 60% of the cases, these draft policies are then presented to the Board of Directors or Executive Committee who will make any necessary suggestions and changes to the policy before it is approved. 20% took suggestions from their Employment Equity Committee before implementing policies. In one case, both the Board and the Equity Committee are consulted for recommendations and changes.
One subject stated that in their organisation, a policy development process has been devised whereby everyone in the organisation, through representatives, works together to develop policies. Representatives of employees, unions and management as well as the subject, meet and work together to draw up and structure a policy. This is then given to top management to consider and ratify. This organisation has found that "with the involvement of the workers in the initial stages, you willfind it very easy that (the policy) is acceptable to them because they have been there in the initial stages and they own the policies. "
In terms of employee involvement, 50% of subjects stated that there is no participation at all by employees in the process. Two subjects gave the reason for this as being because the policies are highly favourable to employees and, therefore, there is no need for them to be involved. Another subject stated that employees are not consulted if the policy relates to an issue that it not expressly stipulated by legislation but rather arises out of an organisational need. 20% of subjects stated that employees are involved through their representatives in the
Employment Equity Committee which puts forward employees' suggestions and thoughts about the policy. 30% of subjects stated that employees were consulted and that they try to negotiate on issues directly affecting the workers. However, in 100% of cases, the final decision and adoption of policy is made by top management! Board of Directors.
The issue of trade union involvement in the process is limited to the eight respondents who recognise a trade union in their organisation. In 50% of cases, some trade union input into the process was identified, usually through annual negotiations, although in one case, the unions are actively involved in the policy process from the start. No subjects stated that there have ever been any negative consequences, in terms of strikes etc, as a result of union involvement in the policy development process.
A sub-theme linked to the issue of employee involvement in the process is that of value clashes. This refers to the conflict that may arise where the values of employees in the development of policies differ to the values of the organisation. 80% of subjects stated that employees have never disagreed with management over policies or at least, that they have accepted the decision made by management. In one case this has been reflected in the fact that "the turnover is extremely low because in general people feel that their lot is very good So I've never confronted a situation where people have not been happy with the policies. "
One subject stated that they were unaware of any value clashes ever taking place between management and employees over policies and, therefore, concluded that these probably did not happen. In another case, the subject stated that where employees' values have clashed with the organisation's values in the past, they have gone through the relevant dispute settlement procedures but these have simply 'fizzled out'.
Finally, under the theme of the policy development process and linked to the issue of employee involvement is the sub-theme of employee rights and power. This considers whether employees are aware of their rights in the organisation and exert their power to participate in the process and whether employee rights and power are encouraged by the organisation. In all cases, employees are aware of their rights either through common knowledge; being informed of their rights by the organisation or including them in the organisation's policies. 70% of subjects stated that their organisations actively encourage their employees to exercise their rights and power and to say what they think. In one case, employees are actively encouraged to exercise their rights and power through speaking out about any behaviour or policy that contradicts the values of the organisation. This is done
through the grievance procedures although it was acknowledged that many people are often too scared to raise these issues.