Increased training expenditure and pressure to up educational qualification – increasing need for self dvpt. Knowledge is driving employment, investment & productivity. Managing a Global Workforce: Emerging Issues Armstrong defines the 7 characteristics of people management being adopted viz: Cosmopolitan, Culture, Compensation, Communication, Consultancy, Competence and Coordination Centralisation strategy – extent of parent country control of employment policies Helps plan for Mgt. Succession Secure high quality staff members Managing existing operations effectively More commitment because of assurance of a global outlook Merging employment practice and culture (the convergence thesis) Managing diverse cultures, social systems and legal requirements Managing people spread across the globe even with the most sophisticated global system is not the same e.g. video conferencing – the absentee boss. Chia (1995) says of management: “the earlier generation’s recipe for success hinged on hard work, smart moves, the right business and political connections, monopolies, protectionist barriers… and a docile labour force. …the new …manager has to exercise greater levels of leadership …balance this with being an entrepreneur… To this has to be added coaching, team building and motivating the company , the ability to visualize, plan strategically, market and reengineer products and services and the belief in a customer driven culture.” Globalization and the role of the State Traditional role of the state in a tripartite IR system is being threatened by enterprise level C.B Role of international bodies external governments Laws in some countries in Europe forbid investment for poor labour practice records International pressure groups on Corp. Responsibility e.g. on Shell
control capital and to have the economy serve human needs rather than accept the continuous sacrifice of working people to such ideological constructions as competitiveness, free markets, and the alleged requirements of globalization. Twist of trade union power from membership to information The impacts of the growing informal sector Social Dialogue Definition of Social Dialogue Social Dialogue is defined to include all types of negotiations or simply the exchange of information between, or among representatives of governments, employers and workers, on issues of common interest relating to economic and social policy. It is perceived as an instrument of democracy, which promotes consensus building for the national good. Prerequisite for Social Dialogue The following are key conditions for Social Dialogue: Establishment of a Social Dialogue culture; cultivation of a Social Dialogue mindset; establishment of effective institutions for Social Dialogue; political tolerance and social cohesion for the sake of national development. Social Dialogue approaches in Zimbabwe The approach to Social Dialogue is two-pronged. The National Economic Consultative Forum (NECF) under the banner of smart partnership is pursuing the broader initiatives. Secondly, resolving of national socio-economic problems through negotiations is pursued within the auspices of the Tripartite Negotiating Forum (TNF). Smart partnership and NECF The Commonwealth Partnership for Technology Management Ltd. (CPTM), created by Commonwealth Heads of Government in 1995 promotes networking between governments, business and labour organisations. It involves partnership among government, business and labour at the national, regional and international levels, helping Commonwealth countries to make the
Government, Labour and Business formalised in October 1998 their meetings into the Tripartite Negotiating Forum (TNF). The agreed terms of reference of the TNF are: to identify and deal with all macro- economic issues that affect the well- being of the economy and social development; to deal with issues debated in the NECF and render themselves for negotiations. (A practical example is the issue of a Social Contract, which was debated in the NECF in September 1999 and was referred to the TNF since it is a negotiable matter); to negotiate and recommend positions to the respective constituent bodies; to monitor the implementation of the agreed positions once ratified by constituent bodies. Composition for the TNF Government Public Service, Labour and Social Welfare (Chairperson) Finance and Economic Development Industry and International Trade Mines and Energy Lands and Agriculture Environment and Tourism Information and Publicity Other Ministers are invited depending on the issues under consideration. Business Employers Confederation of Zimbabwe (EMCOZ) (business co-ordinator and Confederation of Zimbabwe Industries (CZI) Zimbabwe National Chamber of Commerce (ZNCC) Bankers Association of Zimbabwe (BAZ)