An analysis of the role of labour relations practitioners as change agents : a case study on the Department of Defence

[摘要] ENGLISH ABSTRACT:Chapter 1 outlines the purpose of the research, provides the background on the wayin which LR matters are currently managed and handled in the Department ofDefence (DOD), identifies the research problem, and outlines the research designand methodology.Chapter 2 explores the theoretical framework of the principles of labour relations andmanagement of change. The chapter reveals that the principles of labour relationshold persons in management or supervisory positions responsible for managing LRmatters, and suggests that LR practitioners should therefore be able to equip themwith adequate skills and knowledge of the procedures for dealing with LR matters inthe workplace. The chapter also reveals that the principles of the management ofchange suggest that the employees should be prepared for change; that a changeagent, who should create an environment conducive to change through lobbying thesupport of persons in management and employees for the proposed change, shouldbe identified; and that resistance to change should be identified at an early stage ofthe change process in order to eliminate it. Change agents are encouraged not todominate the change process, but rather to facilitate it in order to ensure that theorganisation and its employees drive the change process themselves.Chapter 3 explores the objectives of the LR support function as well as the content ofLR practices in order to determine the extent to which LR practitioners can becomechange agents in the DOD. The chapter reveals that LR at grassroots level ispracticed in the way that has resulted to conflicts and costly litigations. In thischapter the regulatory framework and procedures that impede LR practitioners frombecoming change agents are also analysed.Chapter 4 covers the data collection process and the analysis thereof. The datareveals that the LR structure at grassroots level is not conducive for the professionaldelivery of enhanced LR services; that the target group does not have access toadequate resources that would enable them to execute their functions; and thatempowerment programmes are implemented to equip the target group with adequate qualifications, skills and or knowledge to be able to render enhanced LRservices. The main findings were that guidance is lacking to ensure that LRsystems, structures and processes at grassroots level are in place, to ensure that LRmatters are managed and handled in a fair and responsible way; to ensure that LRstaff with adequate competences to render LR services is appointed; and to ensurethat the LR department is active enough and lead the execution of enhanced LRservices.In Chapter 5 the main findings are analysed and it is concluded that LR practitionersare unable to become change agents if LR systems, structures and processes arenot in place. It is encouraged that LR practitioners should form a cohesive butdiverse team that is able to render enhanced LR services, and that the LRdepartment should take a leading role. It is recommended that a study be conductedto determine overarching LR strategy that would guide the establishment of LRsystems, the determination of LR structure and processes for dealing with LRmatters, and the empowerment programmes for ensuring the professional delivery ofenhanced LR services.

[发布机构] Stellenbosch University