scholarly journals Employee Rights and the Employment Relationship.

1961 ◽  
Vol 26 (2) ◽  
pp. 310
Author(s):  
Fred H. Blum ◽  
Howard M. Vollmer
Keyword(s):  
Employment Relationship ◽  
Employee Rights

scholarly journals Employee Rights and the Employment Relationship.

1961 ◽  
Vol 5 (4) ◽  
pp. 607
Author(s):  
Delbert C. Miller ◽  
Howard M. Vollmer
Keyword(s):  
Employment Relationship ◽  
Employee Rights

Conflict Handling — A Common Sense Approach to Appraising Supervisory Performance

1991 ◽  
Vol 20 (4) ◽  
pp. 485-492 ◽  
Author(s):  
Aaron R. Pulhamus
Keyword(s):  
Common Sense ◽  
Work Performance ◽  
Employment Relationship ◽  
Employee Rights ◽  
New Approach ◽  
Management Standards ◽  
Conflict Handling ◽  
Improved Performance

Will the growing trend to restructure the employment relationship to achieve improved work performance demand a new approach to assess supervisory effectiveness? Can supervisors currently meet the demands of employee rights which arise in conflict and satisfy management standards which stress improved performance with minimal conflict?

scholarly journals Developing the Statutory Obligation of Good Faith in Employment Law: What Might Human Resource Management Contribute?

2006 ◽  
Vol 37 (4) ◽  
pp. 487
Author(s):  
Gordon Anderson ◽  
Jane Bryson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Good Practice ◽  
Good Faith ◽  
Employment Relationship ◽  
Employee Rights ◽  
Employment Relations ◽  
Legal Development ◽  
Potential Source

The Employment Relations Act 2000 has strengthened individual employee rights in two ways. First, it provides that the parties to an employment relationship must deal with each other in good faith. Secondly, it has made it clear that the standard by which an unjustifiable action is to be judged is an objective one.  It is suggested that applying these new provisions will require some realignment of the judicial mindset which has tended to resist interventions into an employer's management of its employees.  This article will first discuss the nature and extent of the good faith obligation in the management of the day-to-day individual employment relationship as well as the nature of the changes to the test of justification. It will then go on to consider whether disciplines such as organisational psychology and human resource management good practice provide a potential source of reliable evidence which can contribute to the legal development and re-evaluation of concepts such as good faith and justification.  The ability to make such a contribution is dependent on whether the disciplines are sufficiently developed and their principles and practices sufficiently accepted, and also on whether the courts are prepared to accept and give adequate weight to expert evidence that may be adduced.

scholarly journals Employee Rights and the Employment Relationship.

ILR Review ◽  
1961 ◽  
Vol 14 (2) ◽  
pp. 312
Author(s):  
George Strauss ◽  
Howard M. Vollmer
Keyword(s):  
Employment Relationship ◽  
Employee Rights

Process Accountability as a De-Escalation Technique

2020 ◽  
Vol 19 (2) ◽  
pp. 63-74
Author(s):  
Klaus Moser ◽  
Hans-Georg Wolff ◽  
Roman Soucek
Keyword(s):  
Cognitive Processes ◽  
Information Search ◽  
Employment Relationship ◽  
Escalation Of Commitment ◽  
Tunnel Vision ◽  
Course Of Action ◽  
Performance Problems ◽  
Over Time ◽  
Biased Information

Abstract. Escalation of commitment occurs when a course of action is continued despite repeated drawbacks (e.g., maintaining an employment relationship despite severe performance problems). We analyze process accountability (PA) as a de-escalation technique that helps to discontinue a failing course of action and show how time moderates both the behavioral and cognitive processes involved: (1) Because sound decisions should be based on (hopefully unbiased) information search, which requires time to gather, the effect of PA on de-escalation increases over time. (2) Because continuing information search creates behavioral commitment, the debiasing effect of PA on information search diminishes over time. (3) Consistent with the tunnel vision notion, the effects of less biased information search on de-escalation decrease over time.

Domestic workers’ lived realities of empowerment and disempowerment within the South African labour legislative context: Two sides of the same “coin”

2019 ◽  
Vol 39 (2) ◽  
pp. 64-83
Author(s):  
Christel Marais ◽  
Christo Van Wyk
Keyword(s):  
South African ◽  
Phenomenological Research ◽  
Domestic Workers ◽  
Employment Relationship ◽  
Employee Voice ◽  
The Everyday ◽  
Employment Standards ◽  
Phenomenological Research Design ◽  
Two Sides ◽  
Elusive Concept

South Africa is heralded as a global ambassador for the rights of domestic workers. Empowerment, however, remains an elusive concept within the sector. Fear-based disempowerment still characterises the employment relationship, resulting in an absence of an employee voice. The dire need to survive renders this sector silent. This article explores the role that legislative awareness can play in the everyday lives of domestic workers. By means of a post-positive, forwardlooking positive psychological and phenomenological research design the researchers sought to access the voiced experiences of domestic workers within their employment context. Consequently, purposive, respondent-driven selfsampling knowledgeable participants were recruited. In-depth interviewing generated the data. The distinct voice of each participant was noted during an open inductive approach to data analysis. Findings indicated that empowerment was an unknown construct for all participants. They lacked the confidence to engage their employers on employment issues. Nevertheless, domestic workers should embrace ownership and endeavour to empower themselves. This would sanction their right to assert their expectations of employment standards with confidence and use the judicial system to bring about compliant actions. The article concludes with the notion that legislative awareness could result in empowered actions though informed employee voices.

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