HOW HAVE THE LABOUR LAWS AND RELATED POLICIES INFLUENCED OR AFFECTED UNION ACTIVITIES AND EFFECTIVENESS?

  • SIFISO NDLOVU PART –TIME LECTURER: ZIMBABWE OPEN UNIVERSITY
Keywords: Labour laws, effectiveness, union activities, policies, labour relations, employees, employee democracy.

Abstract

The Zimbabwean labour relations environment is characterised by liberalised employment laws that provides for employee democracy, industry and workplace level labour relations councils namely national employment councils and works councils respectively. In spite of this, both employers and employees are unhappy with the current labour relations environment. The objective of this article is to understand the impact of labour laws on labour relations in Zimbabwe. It therefore adopted a qualitative research paradigm. A purposive sample of thirty-five participants took part in the study wherein twelve participated in interviews and two wrote memoirs detailing their experiences. The study revealed that the labour legal framework in Zimbabwe is dual in nature. Trade unions in the private sector benefitted from the rights enshrined in the Labour Act as well as in the Zimbabwean Constitution; whereas, unions in the public sector were excluded from some of the labour rights. The public sector trade unions have no right to negotiate with their employer; but just consult which is tantamount to begging the employer to improve their conditions of service. globalisation has impact on labour legislation. The nature of Zimbabwe’s labour relations showed two composites namely of employee participation and inherent antagonism between employers and employees. The article recommended that to ameliorate the negative impact of globalisation on labour relations in Zimbabwe, employees and their employers require to work together in establishing a desired labour relations culture.

 

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Published
2023-11-18
How to Cite
NDLOVU, S. (2023). HOW HAVE THE LABOUR LAWS AND RELATED POLICIES INFLUENCED OR AFFECTED UNION ACTIVITIES AND EFFECTIVENESS?. GPH-International Journal of Business Management, 6(11), 95-99. https://doi.org/10.5281/zenodo.10154526