HUMAN RIGHTS

Rights everyone must enjoy because they

are human

Protected by the Bill of Rights in chapter

2 of the constitution

Implications in the workplace:

HUMAN RIGHT IMPLICATION

Privacy Personal information should not

be shared
Emails and conversations should
not be recorded without
Respect/Dignity Respect employees despite socio
permission
economic status
No embarrassing or degrading
work
Equity Equal opportunities to everyone
Equal pay
Apply legislation fairly at all
levels
No discrimination
HUMAN RIGHT IMPLICATION

Freedom of Open communication between

Speech management and employees
Give employees a platform to
raise their concerns
No punishment for raising
concerns
Information Workers should have access to
information
Transparency in financial
statements
Update employees on relevant
Freedom of Employees must join a trade
information
association union of their choice
HUMAN RIGHT IMPLICATION

Freedom of Suitable training for every

trade, employee
occupation or
profession

Safety security Provide protective clothing

and protection Comply with safety legislation
of life Exercise precaution with
employees’ property

Labour No discrimination against legal

rights/freedom strikes
of
assembly/right
to protest
HUMAN RIGHT IMPLICATION

Freedom of Employees should be allowed to

thought and observe their religious holidays
religion

Freedom of Employees should be allowed to

movement apply to work where they prefer

Healthcare/food/ Access to clean water and

water and social sanitation
assistance Employers may subsidise meals
Promote basic human rights
HUMAN RIGHT IMPLICATION

Fair labour Pay should be fair

practices Adhere to BCEA

Education, Employees should be sent for

training/univers skills development programmes
al right to basic Coaching/Mentoring to prepare
education for management positions

Freedom from Employers should comply with

slavery, Labour Relations Act
servitude and No business should
forced labour threaten/intimidate an employee
to perform a specific task
HUMAN RIGHT IMPLICATION

Vote Employees should be allowed

time to vote in general elections

Children’s rights Employers must not employ

children below 16

Access to labour Employees should be allowed

institutions/Cour access to the CCMA /Labour
ts court to resolve disputes
 ECONOMIC
RIGHTS

HUMA
N SOCIAL
RIGHTS
RIGHT
S
CULTURA
L RIGHTS
ECONOMIC RIGHTS
 WHAT ARE THEY?
 Affect the financial well being of
employees
 HOW ARE THEY PROMOTED?
 Freedom from forced labour
 Freedom to chose work
 Equal pay
 Reasonable working hours
 Trade union of choice
 Right to industrial action
SOCIAL RIGHTS
 HOW ARE THEY PROMOTED?
 Access to clean working environment
 Participation in social events e.g Aids
day
 Encourage/provide training
CULTURAL RIGHTS
 People’s rights in relation to their
arts and culture
 HOW ARE THEY PROMOTED?
 Employees should be free to use their
language when interacting with each
other
 Encourage employees to participate in
cultural activities
 Cultural information sessions to
encourage respect of each others’
culture
 Employ people from various cultural
backgrounds

Summary: Implications of
human rights on business

 Business should treat all employees equally

 Employers and employees need to comply with
legislation
 Business should develop programmes to ensure
equal treatment
 Mission statement should include values of equality
 Employers should respond swiftly to issues of
discrimination in the workplace
 Employees should work in safe environments
 Orders/tasks should be given respectfully with the
involvement of the employee
• Poverty
• Inequality • A variety of people
• DIVERSITY IN THE of different
Race
•
WORKPLACE
Gender WHAT age/gender/person
• Language
•
IS IT? ality …etc
Age • Business should
 Human rights are particularly
• Disability encourage
important in the face of diversity
• Religion diversity
• Culture DIVERSI
TY
RELATE DEALING
WITH
D DIVERSI
ISSUES TY
Dealing with diversity
 Poverty
 Business should employ people from different
socio economic backgrounds
 Give a chance to previously disadvantaged
individuals
 Train employees to prepare for retrenchment
 Reward services well rendered
 Train unemployed people from local
communities
 Offer subsidies for meals, etc
DIVERSITY BUSINESS RESPONSE
ISSUE
Inequality Implement equal opportunity
policies when employing and
promoting new staff comply with
the Employment Equity Act
Race Implement affirmative action
Discourage discrimination
based on skin colour
Comply with the Employment
Equity Act BBBEE when
appointing staff
Employ people from different
races
Give preferential treatment to
previously disadvantaged people
Diversity issue Business response

Gender Equal opportunities for male

and females
Comply with EE Act
Set targets/quotas for gender
equality
Appointment should be based on
skills and ability rather than
gender
Language Introduce
Have affirmative
an official action
language forfor
fair/equal pay between male and
communication
female
Provideemployees
training in the official
business language
Employ an interpreter where
necessary
Contracts should be in an easy
to understand language with the
option for vernacular language
DIVERSITY BUSINESS RESPONSE
ISSUE
Age Employ varying ages between 18
and 65
Do not employ a person under
16
Employ a person above
retirement age provided they
are the best candidate
Encourage interaction and
learning across age groups
DIVERSITY BUSINESS RESPONSE
ISSUE
Disability Provide opportunities for people
who are physically challenged
Provide facilities such as ramps
and wheelchairs
Design policies and programs
for people with disabilities
Create an organisational culture
conducive for people with
disabilities
Train other employees on how to
interact with people with
disabilities
Bring experts to help with
disability issues
Focus on skills and ability of
disabled workers rather than
the disability
DIVERSITY BUSINESS RESPONSE
ISSUE
Religion/ Be sensitive to the requests of
Culture different cultural groups
Cater for different dietary
requirement for different
religious or cultural groups
Do not force employees to work
against their culture/belief
BENEFITS OF
DIVERSITY
 Improves ability of a business to solve problems
 Employees learn to value other people
 Employees are more productive because they
feel respect
 Gives business a competitive advantage as they
can render better services
 Improves business profile with stakeholders
 Different perspectives are gained from different
backgrounds
 Stimulates debate on new ideas/projects
ENVIRONMENTAL
ISSUES
 The constitution through the Bill of
Rights states that workers have a
right to a safe and healthy work
environment
 The responsibility for achieving this
fall on
 Safety representatives
 Employees
 Employers
 ROLES
OF SAFETY
REPRESENTATIVES
ROLES OF EMPLOYEES/WORKERS
 Care for their own health and
safety
 Co-operate and comply with
rules and procedures
 Report unsafe/unhealthy
working environments
 Report accidents
 Inform employer of any illness
ROLES OF EMPLOYERS
 Provide and maintain all equipment
needed for work
 Reduce/remove dangers to workers and
provide safety clothing
 Ensure that workers’ health is not
threatened by production/storage and
transportation processes
 Inform workers about potential dangers
 Signs for emergency exits must be
visible
 Comply with safety laws
HOW BUSINESSES CAN PROTECT THE
ENVIRONMENT AND PROMOTE HEALTH
IN THE WORKPLACE
 Adhere to laws and regulations
 Avoid pollution (reduce, re-use,
recycle)
 Participate in environmental
awareness programmes
 Promote cleaner production processes
 Reduce consumption of
environmentally unfriendly goods e.g.
plastics
 Register/Engage with
environmental bodies, e.g. green
peace
 Promote healthy and safe
environments at work
 Educate people about hygiene
issues
 Encourage employees to do
regular health checks
 Activity : Environmental issues
TEAMPERFORMANCE AND
CONFLICT RESOLUTION
Importance of
teamwork
 Diversityin the workplace
creates potential conflict
 Organisational goals may not
be achieved as a result
 Managers therefore need to
manage conflict by
encouraging teamwork
Characteristics of a
successful team
 Clear objectives/goals which will make the business
more productive.
 An openness which will resolve conflict quicker.
 Mutual respect which will reduce conflict in the
team.
 Support and trust each other so they will be loyal
and reliable.
 Good interpersonal relationships, which will lead to
job satisfaction.
 Successful teams review team’s progress and rectify
their mistakes and align themselves to the goals.
Criteria for assessing team
performance
Criteria for assessing team
performance
Criteria for assessing team
performance
Criteria for assessing team
performance
5. • The focus is on the completion of the task/ending
4. Stages
• Team
the project
in
membersteam
are aware of strategies and
development
aims of the team.
• Processes and structures are set.
.
3. • Team members come to an agreement and reach
consensus.
• Roles and responsibilities are clear and accepted

2. Teams go through a period of

unease/conflict after formation.
Different ideas from team members will
compete for consideration.

1. Individuals gather information and impressions about

each other and the scope of the task and how to
approach it.
HOW CAN TEAM
PERFORMANCE BE
IMPROVED ?
 TEAM DYNAMICS THEORY
 Team dynamic theories explain how effective teams
work/operate.
 Businesses are able to allocate tasks according to the
roles of team members.
 Team members can maximise performance as tasks
are allocated according to their
abilities/skills/attributes/personalities.
 Team members with similar strengths may compete
for team tasks/ responsibilities that best suit their
abilities/competencies.
 Theories assist team leaders to understand the
personality types of team members so that tasks are
assigned more effectively.
 Conflict may be minimised when team members
perform different roles
 CAUSES OF CONFLICT
 Differences
backgrounds/cultures/values/beliefs/language
 Limited business resources
 Different goals/objectives for group/individuals
 Personality differences between group/individuals
 Different opinions
 Unfair workload
 Ill-managed stress
 Unrealistic expectations
 Poor organisation/leadership/administrative
procedures and systems
 Confusion about scheduling/deadlines
 Ignoring rules/procedures
Handling conflict in the workplace/Conflict
resolution steps
 Acknowledge that there is conflict in the workplace.
 Identify the cause of the conflict.
 Pre-negotiations may be arranged where
workers/complainants will be allowed to state their
case/views separately.
 A time and place are arranged for negotiations where
all employees involved are present
 Arrange a meeting between conflicting
employers/employees.
 Make intentions for intervention clear so that parties
involved may feel at ease.
 Each party has the opportunity to express his/her own
opinions/feelings/ Conflicting parties may recognise
that their views are different
 Analyse the cause(s) of conflict by
breaking it down into different
parts/Evaluate the situation objectively.
 Blame shifting should be avoided and a
joint effort should be made.
 Direct conflicting parties towards
finding/focusing on solutions.
 Devise/Brainstorm possible ways of
resolving the conflict.
 Conflicting parties agree on criteria to
evaluate the alternatives.
 The best possible solution(s) is/are
selected and implemented.
 Parties must agree to on the best solution
 Evaluate/Follow up on the
implementation of the solution(s).
 Monitor progress to ensure that the
conflict has been resolved.
 Expertise on handling conflict maybe
sourced from outside the business
Grievance procedures
 Differences between grievance and
conflict
Correct procedures to deal with grievances
 An aggrieved employee must verbally report the
incident/grievance to his/her supervisor/manager, who
needs to resolve the issue within 3 to 5 working days.
 Should the employee and supervisor not be able to
resolve the grievance, the employee may take it to the
next level of management.
 The employee may move to a more formal process where
the grievance must be lodged in writing/completes a
grievance form.
 The employee must receive a written reply in response
to the written grievance.
 A grievance hearing/meeting must be held with all
relevant parties present.
 Minutes of the meeting must be recorded and any
resolution passed must be recorded on the formal
grievance form..
 Should the employee not be satisfied, then
he/she could refer the matter to the highest
level of management.
 Top management should arrange a meeting
with all relevant parties concerned.
 Minutes of this meeting should be
filed/recorded and the outcome/decision
 must be recorded on the formal grievance
form.
 Should the employee still not be satisfied,
he/she may refer the matter to the CCMA
who will make a final decision on the matter.
 The matter can be referred to Labour Court
on appeal if the employee is not satisfied
with the decision taken by the CCMA
LEADERSHIP AND
MANAGEMENT
 LEADERSHIP
 ability to influence and guide
 Aim is to inspire and motivate
 MANAGEMENT
 Planning, organising and controlling
employees to achieve goals
 Aim is to keep the organisation
running efficiently
 Differences
LEADERSHIP
 Influences human
behaviour.
 Encourages new ideas to 
increase productivity.
 Inspires staff to trust
and support each other
 Does the right things.
 Guides/Leads people to
become active
participants.
 Motivational/Inspiration
al in their approach.
 People orientated
MANAGEMENT
 Guides human behaviour.
Administers
plans/programs/tasks to
reach targets.
 Controls systems and
procedures to get the job
done.
 Does things right.
 Manages the process of
getting things done by
exercising authority.
 Instructional in their
approach.
 Task orientated
LEADERSHIP STYLES
BUREAUCRATI
C LEDERSHIP
TRANSACTIONAL
LEADERSHIP
MANAGEMENT
THEORIES
 Theories assist managers in leading
and managing their employees
 The following theories are common
LEADERS AND
FOLLOWERS
 For goals to be achieved there must be a leader
and there must be followers
 The potential leader must have a willingness to
lead, and the follower must have a willingness to
follow
 The manner in which a leader leads and the
manner in which a follower follows, plays a big
part in the leader-follower relationship
 The leader must attempt to demonstrate
appreciation and value in the individual follower
 The follower must also aim to enhance the leader
 Mutual respect in therefore crucial
SITUATIONAL
 Flexibility
leads to success
 An adaptive leadership style
 Leadership need to choose a
leadership style that suits changing
circumstances and goals
TRANSFORMATIONAL
 Focus on transforming others to
support each other and the
organisation
 An inspiring leadership style that
centres around the personality of the
leader
 Transformational leaders are
visionary, inspiring, daring, risk-
takers, and thoughtful
QUALITY OF PERFORMANCE
KEY CONCEPTS
1. QUALITY
 Quality is about making
organisations perform for their
stakeholders
 Improving products, services,
systems and processes
 It is measured against specific
criteria such as physical
appearance/reliability/durability/sust
ainability/after-sales services.