Original Research

Current collective engagement stakeholder strategies for South African labour relations

Popi C. Madlala, Cookie M. Govender
SA Journal of Human Resource Management | Vol 16 | a909 | DOI: https://doi.org/10.4102/sajhrm.v16i0.909 | © 2018 Popi C. Madlala, Cookie M. Govender | This work is licensed under CC Attribution 4.0
Submitted: 01 February 2017 | Published: 10 May 2018

About the author(s)

Popi C. Madlala, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Cookie M. Govender, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa


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Abstract

Orientation: Collective engagement stakeholder strategies are significant for the creation of harmony in the workplace. It is a known fact that the South African (SA) labour environment has been dominated by industrial action before and after the 1994 democratic transition. To be precise, the statistics reveals that industrial action has increased and become more destructive post-1994.

Purpose: The purpose of this article was to present the current collective engagement stakeholder strategies for South African labour relations.

Motivation for the study: The SA mining sector has seen more violent strikes, with a higher number of deaths, injuries, criminal activities, arrests, dismissals and job losses in recent years. This article captures the current mining stakeholder strategies shaping the existing labour relations environment.

Research approach, design and method: This is a theoretical article highlighting the recent literature on collective engagement in the mining sector in South Africa.

Main findings: This article presents the current labour relations incidents, reflecting the need for more effective collective engagement and stakeholder management strategies.

Practical and managerial implications: The current labour relations context has prompted key stakeholders at the National Economic Development and Labour Council (NEDLAC) to look specifically at promoting employment, labour market stability, the right to strike, minimising violence through collective bargaining and highlighting the role of the state, reducing vulnerability through social protection and increasing the minimum wage.

Contribution or value add: This article adds theoretically to the existing body of knowledge regarding collective engagement and stakeholder strategies in the SA mining sector.

Keywords

South Africa; mining; collective engagement; stakeholders; labour relations; strategies

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