Category: Running a productive workplace

Chapter 16 – Trade Union Recognition Due to the dislike and fear of trade unions that many employers hold – employers often choose to deal with approaches for union recognition by sticking their heads in the proverbial sand. Rather than confronting the matter in a direct and practical manner, many employers hope the problem will simply […]

Chapter 15 – Managing Industrial Relations Often, when it comes to managing industrial relations, people in managerial positions (ranging from line management right up to the executive level) end up in difficult situations with employees because they do not follow the correct procedures and become emotional and behave in an excessively autocratic manner. They confuse […]

Chapter 14 – Grievance Handling When it comes to workplace grievances, there is no set formula for handling them. However, there are some basic principles that can be applied in all circumstances. Importantly through is that all employee grievances received by management must be thoroughly, effectively and swiftly dealt with, regardless of whether the manager […]

Chapter 13 – Conflict Management and Industrial Action Any conflict or disputes between staff members must always be handled carefully and professionally. This is most important in order to avoid workplace conflict and service disruption on the one hand –and to ensure legal compliance on the other hand. In order to achieve this delicate balance, […]

Chapter 12- Correction of Poor Performance When an employee is performing badly (or underperforming), it is the employer’s job to investigate the reason for this poor performance. It is unlawful to act against a poor performer because of poor management practice and before any action is taken against the employee, the true facts must support […]

Chapter 11 – Performance Management A cornerstone of performance management is to eensure that all those involved with managing employee performance, understand that the practical and legal purpose of performance appraisal is to serve as a performance management tool. To do this correctly one a manager must identify the areas where the employee is preforming […]

Video Chapter 10 – Employee Motivation Managers cannot normally manufacture true, genuine and lasting motivation in employees. This is because the drive to work hard, and to the best of their ability, is something that comes from within each employee. Good employee management can create circumstances wherein the employees find their own motivation. It’s important […]

Chapter 9 – Training, Needs Analysis and Design Although training can help improve poor performance, it’s not a magical cure for all problems. Thus, if a performance-related problem exists, it is crucial to first properly investigate and identify the underlying cause of the performance problem.This means that the employer needs to establish two key things: 1) […]