COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS MANAGEMENT
FINAL WRITTEN ASSESSMENT
SUBJECT: LABOUR RELATIONS
CODE: HC1LREL
DATE: 13 November 2019
TIME ALLOWED: 120 Minutes
TOTAL MARKS: 100
ASSESSOR: Dr C Diniso
MODERATOR: Dr J le Roux
NUMBER OF PAGES: 9
INSTRUCTIONS:
This is a closed-book assessment.
Question papers must be handed in together with your answer books.
Read the questions carefully and answer only what is asked.
Answer all the questions:
- Answer section A at the back of your answer book on the multiple choice
answer sheet.
- Answer section B in the answer book.
Number your answers clearly.
Write neatly and legibly on both sides of the paper in the answer book, starting
on the first page.
Structure your answers by using appropriate headings and subheadings.
The general University of Johannesburg policies, procedures and rules
pertaining to written assessments apply to this assessment.
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Page 1 of 9
SECTION A [20 MARKS]
QUESTION 1
The ____________ perspective enables employees and leaders/managers to
collaborate together in pursuit of a common vision.
A unitarist
B pluralist
C radical
D corporatism and concertation
QUESTION 2
The ____________ perspective acknowledges that the working environment is
typified by diverse ideologies between employer, trade unions and employees.
A unitarist
B pluralist
C radical
D corporatism and concertation
QUESTION 3
It is important that employees perceive the employer as fair to all employees in
terms of promotions, salaries, and bonuses. Therefore, distributive justice means:
A perceived fairness, consistency, ethicality in applying organisational
processes
B that the employee must be rewarded in line with his/her contribution
C that employees perceive the treatment of other employees can also affect
employees’ morale.
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Page 2 of 9
QUESTION 4
It is important that employees perceive the employer as fair to all employees in
terms of promotions, salaries, and bonuses. Therefore, procedural justice means:
A perceived fairness, consistency, ethicality in applying organisational
processes
B that the employee must be rewarded in line with his/her contribution
C that employees perceive the treatment of other employees can also affect
employees’ morale.
QUESTION 5
It is important that employees perceive the employer as fair to all employees in
terms of promotions, salaries, and bonuses. Therefore, interpersonal justice
means:
A perceived fairness, consistency, ethicality in applying organisational
processes
B that the employee must be rewarded in line with his/her contribution
C that employees perceive the treatment of other employees can also affect
employees’ morale.
QUESTION 6
A leader who works with relevant stakeholders to find an amicable solution to a
conflict adopts the _____________ style.
A negotiating
B avoiding
C collaborating
D forcing
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Page 3 of 9
QUESTION 7
The type of power associated with leaders who are highly qualified, competent, and
knowledgeable is:
A Expert
B Referent
C Legitimate
D Information
QUESTION 8
The _____________________ Act protects employees against injuries or diseases
sustained on contracted in the workplace.
A Compensation for Occupational Injuries and Diseases
B Occupational Health and Safety
C Basic Conditions of Employment
D Labour Relations
QUESTION 9
Structures such as Bargaining Council for the Furniture Manufacturing Industry,
Bargaining Council for the Restaurant, Catering and Allied Trades and Bargaining
Council for the Fishing Industry are typical examples of:
A Statutory Councils
B Bargaining councils
C Labour Appeal Court
D Labour Courts
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Page 4 of 9
QUESTION 10
The process of a private person to encourage the implicated parties (e.g. employer
and employee) to find an amicable solution to resolve is known as:
A Conciliation
B Mediation
C Arbitration
QUESTION 11
The process of attempting everything possible to get affected parties to agree on a
settlement is known as:
A Conciliation
B Mediation
C Arbitration
QUESTION 12
The process of conducting a hearing, listening to all versions of the story, evaluating
the evidence presented and based on the facts on his/her disposal, make a final and
legally binding decision is known as:
A Conciliation
B Mediation
C Arbitration
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Page 5 of 9
QUESTION 13
When courts of law generally deal with disputes, this type of arbitration is known as:
A Judicial arbitration
B Interest arbitration
C Conventional arbitration
D Pendulum arbitration
QUESTION 14
When disputes are dealt with in the collective bargaining forums, this type of
arbitration is known as:
A Judicial arbitration
B Interest arbitration
C Conventional arbitration
D Pendulum arbitration
QUESTION 15
When the appointed arbitrator makes a decision about the settlement, this type of
arbitration is known as:
A Judicial arbitration
B Interest arbitration
C Conventional arbitration
D Pendulum arbitration
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Page 6 of 9
QUESTION 16
When the Arbitrator proposes a comprehensive final solution/settlement, this type of
arbitration is known as:
A Judicial arbitration
B Interest arbitration
C Conventional arbitration
D Pendulum arbitration
QUESTION 17
In the retrenchment process, when an employer affords affected parties an
opportunity to plead their case, this is known as:
A Representation
B Consultation and disclosure of information
C Aftercare
D Retrenchment alternatives
QUESTION 18
In the retrenchment process, when an employer engages employees and trade
unions about the plan to retrench, this is known as:
A Representation
B Consultation and disclosure of information
C Aftercare
D Retrenchment alternatives
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Page 7 of 9
QUESTION 19
In the retrenchment process, when an employer support employees about what
needs to be done after being retrenched, this is known as:
A Representation
B Consultation and disclosure of information
C Aftercare
D Retrenchment alternatives
QUESTION 20
In the retrenchment process, when an employer suggests options such as less
working time and overtime pay to employees, this is known as:
A Representation
B Consultation and disclosure of information
C Aftercare
D Retrenchment alternatives
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Page 8 of 9
SECTION B [80 MARKS]
QUESTION 1 [20 MARKS]
1.1 Define the Labour Relations concept. (2)
1.2 List and explain four perspectives of managing employment relations.
(8)
1.3 Describe two forms of Personal power and any three forms of Positional
power. (10)
QUESTION 2 [24 MARKS]
2.1 List five factors underpinning collective bargaining. (5)
2.2 List any five collective bargaining structures. (5)
2.3 List any five organisational rights provided by the South African labour law.
(5)
2.4 List nine Labour Relations Acts applicable in South Africa. (9)
QUESTION 3 [36 MARKS]
3.1 List and discuss any three reasons why organisations retrench. (6)
3.2 Draw the steps involved in the grievance procedure process. (26)
3.3 Bendix (2015) indicate that disputes arise because of four reasons. List these
reasons. (4)
END OF ASSESSMENT
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Page 9 of 9
