ON THE PAYROLL
tects of the Labour Relations Act to have less industrial action, this has increased under the current dispensation. Nupen said the Commission for Conciliation, Mediation and Arbitration (CCMA) was on an unsustainable trajectory and its focus should be that of dispute prevention.
Added to this, employers and unions needed to build a shared vision of the kind of workplace they wanted, pushing engagements to solution based. To get to this point, he suggested, among other solutions, relationship-driven entities with better educated role players. The telling question asked was: “When last did you train managers and shop stewards — together?”
In a panel discussion with Malala, Nupen, Goldberg and Elias Monage, Monage, who is on the CCMA board, raised a concern about the costs of not being able to filter claims as well as the necessity to talk about violence in strikes. He emphasised the need for decisive leadership that would equate to talking about issues that matter.
Goldberg bemoaned the shortterm thinking occurring in a number of organisations. He echoed the view earlier stated of the need to build skills to engage each other.
Mixed messaging is a big problem. Organisations reward wrong behaviour. Monage emphasised that the lack of decisive leadership entrenched incorrect behaviour.
Prof Ingrid Woolard discussed key points of the report on the feasibility of a national minimum wage. There was no clear indication that it affects employment either way if set at a reasonable rate; however, if it were to be set at too high a level it would no doubt lead to job losses.
The negative effect of a national minimum wage can be minimised if