How to manage employees and
build sound workplace relationships.
- An overview of how to manage conduct and capacity in the workplace
- What is the difference between managing conduct and capacity at the workplace
- Where an employee is on probation
- Where the employee’s behaviour requires addressing (misconduct)
- Where the employee is trying but appears to be unable to perform the work to the required standard (poor performance)
- Where the employee is unable to work due to sickness or injury
- Where the employee is unable get on with fellow employees (incompatibility)
- Where the employer needs to reduce, move or change job requirements for operational, financial or technological reasons (retrenchment)
- Where the employee has a grievance
- What is an unfair labour practice
- What to do when a union wants to organise in your business
- What to do when your employees want to go on strike or participate in protest action
Employers and employees both have rights and obligations within the workplace. These include the need to exercise fair labour practices on the part of employers and the duty to further the employer’s business interests on the part of employees.
This section includes best practice guidelines for small businesses on how to manage the conduct and capacity of employees in compliance with the Labour Relations Act 66 of 1995 (LRA).
Although the section has as its focus on how to manage workplace challenges, it is important to stress the ongoing value of building positive relationships within the workplace. The ultimate goal should be to create a workplace where there are good work relationships, adherence to workplace rules and procedures and employees are motivated and productive. A competitive workplace is one where there is respect and trust between management and employees.