An attempt is made to develop the meaning of employee participation in the context of what this study seeks to achieve. Employee participation in the context of this exercise is one that recognizes the existence of both dimensions inherent in the process.
INTERNATIONAL CONTEXT OF WORKER PARTICIPATION
For employees to be able to influence the decision-making process, they must be part of the decision-making structures. You cannot influence decision-making at the negotiating table; you need to be part of the structure.
THE HISTORICAL CONTEXT OF WORKER PARTICIPATION
THE INDUSTRIAL CONCILIATION ACT (1924) AND WORKER PARTICIPATION
These two proposals angered white workers, especially the change in the ratio between white and black workers. The first of these was the growing militancy of white workers against their employers.
THE LABOUR RELATIONS ACT (1995) AND WORKER PARTICIPATION
As Gondongwana, cited in Desai & Habib, clearly insists that the right to strike is fundamental to the existence of the labor movement and cannot be traded in any social agreement. When looking at the extension by the Employment Relations Act (1995) of the right of workers to.
CHAPTER TWO: RESEARCH METHODOLOGY AND PROCEDURE
RESEARCH METHODOLOGY
- DOCUMENTARY STUDY
- UNSTRUCTURED INTERVIEWS
- BOOKS, NEWSPAPERS AND JOURNALS
The adoption of a case study analysis is based on the fact that the interest of the study is not in testing existing hypotheses. This observation by Churchill (1995) represents perhaps one of the most fundamental limitations regarding the adoption of unstructured interviews as a form of data collection.
RESEARCH PROCEDURE
The final issue in this section that requires brief attention is that of the researcher involved in the data collection process. As already mentioned above, the researcher is a full-time employee of the investigated company.
THE UNITARIST PERSPECTIVE
In this chapter, an overview of the main theoretical perspectives on worker participation is given. The notion of compatibility of interests between workers and management, postulated in the unitarist view, advances a very mechanistic and simplistic representation of the relationship between labor and capital.
THE PLURALIST PERSPECTIVE
Perhaps on this basis, workers' participation is seen as a necessary and conflict-free process for advancing the interests of workers and management. This observation calls into question the validity of the notion that worker participation is a process through which management and workers are able to cooperate.
THE MARXIST PERSPECTIVE
In the above extract, Engels (1971) clearly indicates that the trade union has a role to play in promoting the struggle of the working class. However, the mere fact that unionism is able to bring workers together and in the sense avoid competition among themselves, this in itself, must be understood as a contribution to the struggle for the abolition of the system.
INTRODUCTORY COMMENTS
After this brief examination of the relationships between employers and employees follows the matter of outlining the business interests that the company wishes to pursue. After such an overview, a historical overview of the relations between management and employees is examined.
THE INDUSTRIAL LOCATION OF THE RESEARCHED COMPANY
Following this historical overview, an attempt will be made to explore the extent to which the idea of employee participation, both as a theoretical and practical concept, has found space in the context of the contradictory relationships between these forces. During these national deliberations, employers are represented through the Steel and Engineering Industries Federation of South Africa (SEIFSA) and employees are represented by various trade unions that are parties to the National Bargaining Council. The metallurgical industry, the National Union of Metalworkers of South Africa (NUMSA), is probably the most powerful and significant in terms of influence and direction.
ORGANIZATION OF EMPLOYER-EMPLOYEE RELATIONS WITHIN THE INDUSTRY
It is also the duty of the national negotiation forum to seek the resolution of possible disputes between the parties involved. For example, according to the Steel and Engineering Industries Federation of South Africa (SEIFSA), the abbreviated version of the master agreement, the main role of the bargaining council is to keep the peace through the negotiation of agreements. 34; The bargaining council may request the minister in writing to extend a collective agreement concluded in the bargaining council to any non-parties to the collective agreement who are within its registered scope and are identified in the request, if at any meeting of the agreement. the council;
COMPANY RELATIONS AS MICROCOSM OF INDUSTRY RELATIONS
As a result of the significant power and influence that the National Union of Metalworkers of South Africa (NUMSA) has at the. Based on this, it is without doubt that workers organized under the banner of the National Union of Metalworkers of South Africa (NUMSA) are able to participate in the determination of terms and conditions of employment that govern their employment relationship. On the issue of 'collaborative issues', the muscle of the National Union of Metalworkers of South Africa (NUMSA) at the company level is somewhat reduced relative to its power over 'distributive issues'.
LABOUR RELATIONS ACT (1995) AND JOINT DECISION' MAKING
From the point of view of the Labor Relations Act (1995), the union's ability to influence "co-operative" matters is highly dependent on the existence of a forum in the workplace. This limitation stems from the fact that he also by law does not represent the entire workforce in the company. However, he immediately points to the fact that the Employment Relations Act (1995) appears to give a directed view and interpretation of the term.
THE MAIN AGREEMENT AND JOINT DECISION MAKING
However, it provides a solid base on which the labor movement can consolidate and further advance its struggle. Joint decision-making between labor and capital, in accordance with this agreement, is permitted only insofar as it does not interfere with management's right to decide whether to introduce new technology or reorganize work. This is of central importance given the fact that interaction between management and workers is primarily regulated by either the Labor Relations Act (1995) or the Iron, Steel, Engineering and Metallurgical Industry's collective agreement.
THE INTENSIFICATION OF WORKER UNIONIZATION COUNTRYWIDE
- SAA WU AND THE FIRST STRIKE ACTION
- UNDERGROUND WORK AND THE EMERGENCE OF MA WU
- THE 1987 WATER STRIKE AND THE MYTH OF WOMEN'S DOCILITY
- REINSTATEMENT AND THE INTENSIFICATION OF CONFRONTATION
- WIRE PRODUCTS DEPARTMENT GOES ON STRIKE
- THE SHORTAGE OF WORK AND THE 1992 STRIKE
- THE PERMANENT REGISTRATION OF FIXED TERM CONTRACT WORKERS
- DEEPENING OF ANIMOSITY AND NUMSA'S STANDPOINT ON MEETINGS
- RETRENCHMENT AND THE LABOUR COURT
34;It was irresponsible on the part of the workers to simply start a strike action. Of the total number of women working in the company during this period, 85% were laid off. 34;We wanted to go back to work because we didn't support the strike action in the first place.
Before that, their future in the company depended on the outcome of the dispute between the management and the dismissed employees. This requirement was based on the membership of the National Union of Metalworkers of South Africa (NUMSA) which the company's employees were said to have.
WORKER PARTICIPATION IN THE POST 1994 ERA
Before this institution, the clear lines between the economic struggle constantly waged by workers against their employers and the political struggle between the racist regime and the entire section of the oppressed were very blurred. Parallel to this increasingly taking shape distinction between economic struggle and political struggle, there has been the re-creation of the macro-environment in which the divergent interests of the two social forces, i.e. this re-creation began in earnest in 1995 with the legislation of the new Labor Relations Act 66 of 1995.
S.2.1 'NEW ENVIRONMENT' AND WORKER PARTICIPATION
WORKPLACE FORUMS AND WORKER PARTI~IPATION
The two unions currently operating on company premises are clearly unable to push for a workplace forum. 34; Any representative union may address the commission in the prescribed form for the creation of a workplace forum." Such tension has a direct impact on the ability of both of these unions to jointly initiate the creation of a workplace forum.
POOR COMPANY PERFORMANCE AND MANAGEMENT RESPONSE
On the other hand, the National Union of Metalworkers of South Africa (NUMSA) was only willing to be part of the initiative on condition that the other union was not a party to it. It was unfortunate that NUMSA chose not to be part of the process because of our presence." (Interview, May 1998). Even those who were originally members of the National Union of Metalworkers of South Africa (NUMSA) withdrew and subsequently joined South Africa.African Workers Trade Union (SAWTU).
THE EMPLOYMENT EQUITY ACT (1998) AND WORKER PARTICIPATION
It is clear that the position taken by management and the two unions in terms of the three parties initiating the process is in accordance with the requirement set out in Section 16 (1) of the Employment Equity Act (1998), which requires a designated employer. to consult with a representative trade union and employees or representatives nominated by them. It is clear from the above requirement of the Employment Equity Act (1998) that the position taken by the three parties does not meet these requirements. Commenting on this requirement, one shop manager pointed out that the need to include other role players, such as employees who do not belong to either of the two unions and employees who are not from designated groups, was discussed as determined by the Act.
THE MAIN AGREEMENT AND WORKER PARTICIPATION
For example, contained in this agreement is the issue of multi-skilling, multi-tasking and flexibility. Inherent in this arrangement is an attempt to decentralize decision-making power on this issue to individual companies. Plant-level discussions aimed at dealing with some of the issues mentioned above do not currently exist.
THE MAIN AGREEMENT AND SELF MANAGED WORK GROUPS
It should be pointed out that this will have a significant impact on the structure of the company as it exists. However, it is the view of the management that all these issues can be addressed simultaneously without any process having to be stopped because of the view that the process is not holistic." (Minutes of NUMSN Management Meeting, 31 July 1998). The other fundamental aspect of the introduction of self-managed workgroups is the question of the profit sharing scheme.
THE OHS ACT AND WORKER PARTICIPATION
If such consultation fails, the case must be referred to arbitration to a mutually agreed upon person, whose decision is final: Provided that if the parties do not agree on an arbitrator within 14 days, the employer must give notice of this in writing to the chairman of the Labor Court, who in consultation with the chief inspector appoints an arbitrator, whose decision is final." The above provision clearly shows that, although the duty to ensure a safe and healthy working environment remains, the employer nevertheless has a duty to ensure that the employees and their representatives are consulted to provide input to the process.right to at least be heard on matters affecting their own health and safety at work.
COMPANY LEVEL
RESISTANCE AND THE IMPLEMENTATION OF THE OHS ACT
This shift in focus on the part of the National Union of Metalworkers of South Africa (NUMSA) appears to be informed by the union's strategy to ensure that in departments where they were in the majority, shop stewards became safe. National Union of Metalworkers of South Africa (NUMSA) shop stewards did not see the move as a step in the right direction. This is exemplified in the position adopted by the union organizer that the National Union of Metalworkers of South Africa (NUMSA) had to discuss and advise its members accordingly as to whether or not to sit on the proposed health and safety structure from the company to the meeting.
THE FUTURE PROSPECTS OF WORKER PARTICIPATION
Further analysis of the operation of the company in question after 1994 clearly shows the fact that worker participation in the highest and most meaningful form remains unattainable, at least in the short term. However, it must be emphasized that despite this serious weakness of workers, the prospects for worker participation in the future remain promising. Based on the aforementioned analysis, it is clear that both management and employees are mutually dependent on each other, at least in the foreseeable future.
OBSERVATIONS
- THE BALANCE OF CLASS FORCES AS A CENTRAL DETERMINANT
- PARTICIPATION: AN AREA OF CONTEST BETWEEN MANAGEMENT AND WORKERS
Given the impact of the Industrial Arrangements Act (1924) and the Labor Relations Act (1995) on the concept of worker participation as a theoretical and practical option, one is tempted to argue that the Labor Relations Act (1995) seems to open up more space to test the concept against the Industrial Conciliation Act (1924). Changes in the dominant way of thinking in societies more often than not reflect the changing nature of class power relations. At this time, it appeared that the balance of class forces was in favor of the capitalist class.
CONCLUSION
The notion of respect for human rights, respect for the rights of minorities, liberal with several parties. What has been shown by this study is that collective bargaining and workers' participation are only two facets of the same phenomenon, applied either separately or jointly, at any given time depending on various other factors which are part of the equation in the relationship between labor and capital. A critical appraisal of the structure and functioning of South African trade unions in terms of principles of organizational democracy and oligarchy.
OTHER SOURCES
