Management
HIV stigma and discrimination in the workplace
- Published on 28 Jun 2012
- Courtenay Sprague
While the HIV stigma and discrimination in broader society has been fairly widely researched, there is little research about HIV stigma and discrimination in the workplace and how people living with HIV experience stigma and discrimination. This article focuses on an important study on the topic.
Using communications appropriately
- Published on 26 Jun 2012
- Ilva Pieterse
Today’s workforce makes use of various forms of communication, such as SMS, instant messaging, e-mail, phone calls, and social media platforms. If used incorrectly, however, it is ultimately the company represented that stands to undergo a loss of reputation. How then, can HR managers ensure that their staff are using communications appropriately?
Employee relations as a strategic priority
- Published on 26 Jun 2012
- Mark Van Buuren
Employee Relations in South Africa focuses primarily on the collective relationships between unions and employers. These relationships are largely fractious and conflict ridden. History has a large part to play in the development of these circumstances, but things aren’t changing. In fact, conflict in this area has almost become a way of life. Whilst there is always an expected element of conflict in the employment relationship, it seems to be a predominant theme instead of one part of the arrangement.
Do your staff know who they work for?
- Published on 20 Jun 2012
- Angelique Diedericks
All too often, managers and their teams take a very narrow, task-oriented approach to their roles. This is usually because they are so focused on getting the job done, and done well, that they are unable to take a step back to see how they fit into the wider organisational picture.
Does your HR strategy support employees in playing to their strengths?
- Published on 20 Jun 2012
- Karina de Bruin
Employers evaluate strengths when making decisions for appointments, promotions and salary increases. But how often do human resources strategies follow a strengths-based approach to building competence in organisations? We often focus on what employees are doing wrong, rather than what they are doing right, and in doing so, we often deny our employees opportunities for optimising their full potential to the benefit of themselves and our organisations.
