1.

USING THE CASE OF NKOSANA MAKATE VERSUS VODACOM SA AS

REFERENCE AND OTHER PRACTICAL EXAMPLES, DISCUSS IN
DETAIL THE CHARACTERISTICS OF THE FOLLOWING IDEOLOGICAL
PERSPECTIVES ON THE CONFLICT/COMMON-GROUND DYNAMICS IN
THE EMPLOYMENT RELATIONS: (25)

a. The pluralist perspective

The pluralist perspective acknowledges the presence of diversity of interests and aspirations
within organizations. It therefore also recognizes conflicts and differences between
employers and employees are a part of organizational existence. This perspective proposes
that management should acknowledge the rights of employees, hence the representation of
their interests by associations or unions. Conflict issues are resolved via negotiation and
compromise whilst its success is on the premise of effective employee communication. This
perspective also encourages a democratic work environment wherein multiple voices are
heard such that there is fostering of a sense of fairness and equity among employees
(Kaufmann et al., 2020).

This perspective perceives the organisation as a coalition of individuals and groups with
different objectives, values and interests with the underlining assumption being that
individuals in an organisation combine into a variety of distinct sectional groups, each with
its own interests, objectives and leadership. The diverse groups in the organisation become
competitive in relation to leadership, authority and loyalty hence creating conflict which puts
the organisation in a state of dynamic tension. It is argued that the different roles of
managerial employees and worker groups form the primary source of some form of
competitive behaviour or even conflict between management and labour. As highlighted by
Mzangwa (2015), the pluralist approach perceives an organisation as a coalition of people
and organisations with different goals, beliefs, and interests hence people in an organisation
mix into a range of separate sectional categories, each with own interests, goals, and
leadership perspectives.

The responsible for organizational efficiency, productivity and profitability of the

organisation is placed on management. The individual worker’s concerns are include personal
aspects such as higher remuneration, better working conditions, job security and more
meaningful work. The competitive conflict identified between management and labour is
seen as rational and inevitable since it results from industrial and organisational factors and
individual factors.

It is however crucial to acknowledge that the pluralist perspective recognises the mutual
dependence of the different groups within an organization. The conflict between management
and labour is usually not fundamental and unbridgeable to such that the different parties’
cooperation can be destabilized (Kaufmann et al., 2020). The perspective highlights that the
regulation of the employment relationship and institutionalization of conflict helps to contain
and control its impact on the parties and their relationships.

Accordingly, the key features of this perspective include multiple interests which is the
understanding that employees and organisations can sometimes have contradictory interests.
Secondly, the incorporation of trade union wherein the role of trade unions and collective
bargaining in helping employee raise their concerns are recognised or acknowledged. The last
feature as already highlighted is based on the management of conflict such that conflict is
readily accepted as a normal and unavoidable aspect of organisational life that can be
controlled through compromise and negotiation (Kaufman et al., 2020).

b. The unitarist perspective

The unitarist perspective perceives the organization as a unified organ characterized by

common goals and values. This view emphasizes the need for harmonious relationships
between employers and employees, with a shared focus on organizational objectives such that
conflicts are perceived as rare and easily resolved through open communication and mutual
understanding. Management is viewed as a facilitating employees’ involvement in the
process of decision-making. This perspective promotes collaboration within the work
environment enabling employees to feel valued and supported hence, enhanced job
satisfaction and commitment.

The perception that an organisation and its employees is one large, contented family
functioning in unity assumes harmony for the organisations since all members embrace
existing organisational goals. According to Alajmi and Lengyel (2021), this particular system
generates one source of authority which all employees are loyal to and this results in
management working hard to ensure that employees and supervisors keep the same shared
goal and interest. Management also seek to inspire employees to participate in problem-
solving and decision-making activities which also improves institutional and team
effectiveness (Alajmi & Lengyel, 2021). This view argues that disagreements should not
occur since everyone agrees with business objectives. Alajmi and Lengyel (2021) posit that
management prefers this perspective due to the fact that ensures self-reassurance, persuasion,
and legitimacy. It therefore assumes that use of trade unions is regarded as unnecessary and
dysfunctional and organizations are convinced that there is no need for an outside body, such
as a trade union to intrude on the employment relationship.

Some of the key features of this perspective are the shared goals which basically is
the presumption that employees and employers have same goals and interests. Secondly, the
authority of management is a strong focus of the perspective. Lastly, the unitarist perspective
views of conflict are that it does not result from natural differences in interests but rather
conflicts are considered as unusual and short-lived. Kaufman et al., (2020) posit that conflict
results from poor communication or misunderstandings.

c. The radical perspective

The radical perspective was influenced by intellectual traditions related to Marxist ideologies
and it therefore essentially reflects a class conflict worldview. Proponents of this approach
concentrate on the structure of the society in which the organisation finds itself. The view
assumes that workers are oppressed for the sake of capitalist interests and emphasizes on the
class struggle between those with and those without. Within this view, conflict is always
rooted at a macro level and it is socio-political and economic since it reflects the inherent of
societal class struggles. This therefore means that trade unions are seen as an unavoidable
response to class imbalances such that they enhance the industrial power of the working class
and focus its political activities and form part of a political process aimed at changing the
nature of the socio-economic and political systems of society.

The radical perspective is linked to the Marxist theory with employment relations perceived
as fundamentally conflictual because of the basic differences between the employer and
employee. Mzangwa (2015), posits that unions are a means of social revolution since the
Marxist perspective pushes for the elimination of the oppressive social order. This
perspective maintains that conflict exists between employer and employees because of basic
differences such that both the employers and employees are against cooperation and a hostile
attitude will always be present. According to Mzangwa (2015), workers perceive themselves
as ‘us employees against those employers’.

The key features of this view are that there is a power imbalance by emphasizing that there is
constant natural power disparity between labour and capital hence employees versus
organizations. Secondly, due to the above, there is always a constant class struggle which
underscores that there is a continuous class conflict and worker exploitation by corporations.
Lastly, the view argues for the need of a systemic change by advocating for an
overall systematic change to close the gap between the parties, which according to Kaufman
et al., (2020), can be attained through various means including but not limited to political
action and societal transformation.

d. The corporatism and concertation

Corporatism and concertation are two potential variations on the three traditional perspectives
that is unitary, radical and pluralist. Corporatism in a certain sense is said to be an extension
of pluralism and is sometimes also referred to as tripartite coordination or cooperation which
hinges on the principle that the two primary role players which are employees and the
organizations are no longer seen as interacting on a purely competitive basis. There is an
interdependence between all three parties with the inclusion of the state also being
acknowledged. All these three parties mentioned above arguably value consensus-building
interaction rather than adversarial relations hence conflict and common ground are thus
blended, and a mutually gainful, long-term view is favoured above short-term, win-lose
modes of interaction.

Corporatism is best described as a social democratic system where the state allows the other
key interest groups to be full participants in the procedures of forming state policies and in
creating important governance decisions. Public policy supportive of societal corporatist
institutions and procedures are therefore outcomes of negotiation between the government
and powerful interest groups with which the government chooses to or must deal with. These
groups normally include associations representing industry and trade unions.

The other angle of corporatism is whereby the state imposes its will on the labour movement
and there is shift of emphasis from tripartite coordination and cooperation to where the state
moves into a paternalistic or authoritarian system that demobilises and co-opt organised
groups into government structures. From this side, conflict between business and labour is
undesirable and the legitimacy of the role of trade unions is abandoned in a sense therefore,
this perspective is, therefore, closer to unitarism than to pluralism.

2. USING PRACTICAL EXAMPLES, COMPARE BETWEEN THE TWO

IDEOLOGICAL PERSPECTIVES ON THE CONFLICT/COMMON GROUND
DYNAMICS IN THE EMPLOYMENT RELATIONS: (25)
a. The pluralist perspective
b. The corporatism and concertation

Power structures of industrial relations can be governed through pluralist or corporatist and
these two types of interest intermediation can be differentiated. Pluralism is a system of
interest intermediation whereby the constituent units are organized into an unspecified
number of multiple, voluntary, competitive, non-hierarchically ordered, and self-determined
in terms of type or scope of interest categories that are not specifically licensed, recognized,
subsidized, or otherwise controlled in leadership selection or interest articulation by the State
and that do not exercise a monopoly of representational activity within their respective
categories (Kaufmann, et al., 2020).

Corporatism on the other hand is a system of interest intermediation in which the constituent
units are organized into a limited number of singular, compulsory, non-competitive,
hierarchically ordered, and functionally differentiated categories, recognized or licensed by
the State and granted a deliberate representational monopoly within their respective
categories in exchange for observing certain controls of their selection of leaders and
articulation of demands and supports. According to Kenton and Rhinehart, (2024),
corporatization can be analysed as a process that emerged post the Second World War in the
majority of developed capitalist countries.

Corporatization is synonymous with the features such as well-organized employer and labour
organizations collaborate with each other and the state. The economically important social
groups are represented in this co-operation by their interest organizations but with time, the
relations between organizations and the state get more and more centralized. Scholars posit
that a centralist tendency in one sector of interest representation induces centralist tendencies
in other sectors of interest representation and such centralist development is more or less
irreversible (Kenton & Rhinehart, 2024).
The process also induces collaboration where each group has a veto forming a consensual
decision making guarantees that the interests of every collaborating group will be respected.
The internal decision-making of every group is relatively independent. More so, there is a
principle of proportionality which is used in the distribution of goods wherefore every group
therefore has an incentive to support economic growth. Thus, a strong economic and social
consensus is a precondition for democratic corporatism and together with consensual decision
making and proportionality in the distribution of goods, an atmosphere of social consensus is
produced.

Sometimes, the co-operative decision-making between government and interest groups blurs
the traditional line between private and public affairs and the distinction between private
bargaining and public, governmental decision-making, also becomes blurred. This may result
in situations where economic growth, wages and salaries, prices, employment, balance of
payments, government consumption, and transfer payments are important questions in the
corporatist arena. Different policy sectors, such as social policy, regional policy and cultural
policy will be absorbed into economic policy. Important features of corporatism like
consensus building and consensual decision-making may contribute to the controlling of the
distributive conflict and as a way of preventing problems induced by an open distributive
conflict.

Pluralism on the other hand completes democracy by creating and allowing different groups
to compete for power and contribute to the decision-making process. Pluralism, recognizes
other side’s right to live and tries to provide the co-existence of different sides by allowing
them the right to pursue their own interests. In different societies, there are diverse cleavages
including religious or sectarian differences, racial, ethnic, cultural or linguistic diversities and
social class difference is the most basic sources of cleavage in democratic countries (Lopez-
Cabrales, & Valle-Cabrera, 2020). Turkey for instance, in addition to struggle between
bourgeois and proletariat classes, has many other cleavages between Alevis and Sunnis,
Turks and Kurds, secularists and religious extremists.

Organizations belonging to the proletariat class in socialist regimes can be pluralist like in the
Yugoslavia, and become pluralist by allowing workers to have a say in decision making
processes concerning work. This system opposes a situation where decisions are solely taken
by the managerial cadre and unionist rights are not very well protected. Pluralism is directly
linked with its ability of giving autonomy to different groups in itself. Importance is focused
on the autonomy of diverse groups and the degree of decentralization.

3. USING PRACTICAL EXAMPLES, COMPARE BETWEEN THE TWO

IDEOLOGICAL PERSPECTIVES ON THE CONFLICT/COMMON GROUND
DYNAMICS IN THE EMPLOYMENT RELATIONS: (25)
a. The unitarist perspective
b. The radical perspective

The comparison of the unitarist and radical perspectives on employment relations can be best
described by considering a company where management emphasizes employee cooperation
and shared goals (unitarist), versus one where management is seen as exploitative and power
is concentrated in their hands (radical). In conflict or common ground dynamics, the unitarist
perspective views organizations as unified entities with shared goals, whilst on the hand
radical perspective sees inherent conflict stemming from power imbalances and exploitation,
particularly in capitalist systems. These two can be compared in terms of core beliefs, role of
unions and focus (Garg, 2020).

Under the Unitarian perspective the core belief is that organizations are harmonious and
unified, with shared interests and goals between management and employees such that
conflict is viewed negatively as dysfunctional, abnormal, and stemming from poor
communication, bad management, or ‘troublemakers’. The role of Unions are often viewed as
disruptive and unnecessary, hindering the natural harmony of the workplace. This perspective
focuses on maintaining order, stability, and cooperation within the organization (Kaufmann,
et al., 2020).

In addition, there is a belief that organizations harbour shared interests and goals between
employers and employees, viewing the workplace as a harmonious unit where cooperation is
the norm. Shared values and goals emphasize team work and collaboration with management
being facilitators and not controllers. A good example of this perspective is of a company that
emphasizes employee engagement programs and focuses on building a strong company
culture, aiming to foster a sense of unity and shared purpose.
The radical perspective has a core belief that conflict is inherent in capitalist systems due to
the unequal distribution of power and resources between employers and employees and such
conflict is viewed as a natural and necessary outcome of the inherent power dynamics in the
workplace, reflecting the exploitation of labor. The employment relationships are viewed as
inherently unequal and exploitative because employers wield power over employees due to
ownership of the means of production. Management is typically seen as autocratic and
employee wages are low while working conditions are poor. There is a lot of exploitation and
inequalities in organizations and employee concerns are not addressed (McMahon, 2024).

From this perspective Unions are seen as crucial for workers to organize and challenge the
power of capital, fighting for better wages, working conditions, and worker rights as the
focus is centered on addressing systemic inequalities and power imbalances within the
workplace and society. A good example is a labor movement advocating for higher wages,
better benefits, and stronger worker protections, viewing these as necessary to address the
inherent exploitation of labor in a capitalist system.
 4. USING PRACTICAL EXAMPLES, DISCUSS THE IMPLICATIONS OF 4 TH &
5TH INDUSTRIAL REVOLUTION ON THE EMPLOYMENT RELATIONS
POLICY. (25)

The Fourth Industrial Revolution has a significant impact on employment relations policy,
potentially leading to job displacement, skill requirements shifts, and changes in work
organization. There is a requirement of policies to adapt to these technological advancements
that ensures a fair and inclusive workforce. First and foremost the revolution impacts issues
like job displacement and skill requirements through the following factors like automation
and robotics were technological advancements such as artificial intelligence and robotics,
automate tasks previously done by humans, potentially leading to job displacement,
particularly in low-skilled and repetitive roles (Nnah Ugoani, 2020). Secondly, the shifting
skill demands may result in some jobs disappearing while others will emerge requiring new
skills, such as data analysis, artificial intelligence programming, and technology maintenance.
More so, there will be a need for lifelong learning where workers will need to adapt and
acquire new skills throughout their careers to remain employable in this rapidly changing
environment. There will also be a focus on human skills since automation takes over routine
tasks, human skills like creativity, critical thinking, and emotional intelligence will become
increasingly valuable (Dobbins, 2023).

Another implication shall be in changes in work organization and structures explained

through the following factors. A rise of gig economy and flexible work will enable new forms
of work organization, including remote work, freelance gigs, and project-based employment,
requiring policies to address the rights and protections of workers in these flexible
arrangements. Also a focus on data privacy and monitoring where the use of data analytics
and connected devices raises concerns about employee privacy and the potential for intrusive
monitoring, will increase the requiring of policies to balance technological advancements
with worker rights (Dobbins, 2023). Workplace culture and employee engagement may also
be impacted by the shift to digital workplaces and remote work such that new approaches to
employee engagement, communication, and collaboration, as well as addressing concerns
about social isolation and mental health maybe required (Jaman, James, & Luamba, 2022).
Lastly, increased productivity and efficiency through technologies can lead to increased
productivity and efficiency, but it's crucial to ensure that these gains are shared fairly and do
not come at the expense of worker wellbeing or job security.

This can have implications on employment relations policy in the areas of adaptability and
flexibility due to the need for employment relations policies to be flexible and adaptable to
accommodate the rapid changes brought about by the fourth industrial revolution. Also, a
focus on skills and training can be triggered such that policies should promote lifelong
learning, reskilling, and upskilling initiatives to help workers adapt to new skill requirements
(Osborne, & Hammoud, 2017). In addition, there is a need for social safety nets like
unemployment benefits and retraining programs, which can be essential to cushion the impact
of job displacement and ensure a fair transition for workers. Fair labor standards should also
be ensured through policies enabling that workers in the digital economy and gig economy
are protected and have access to decent wages, working conditions, and social security. Other
aspects include the issue of worker representation and collective bargaining where trade
unions and other worker representatives play an important role by ensuring that the interests
of workers are taken into account in the development and implementation of employment
relations policies. And lastly, policies need to establish ethical considerations in the face of
the fourth industrial revolution’s effects like algorithmic bias, data privacy, and the potential
for job displacement, ensuring that these technologies are used responsibly and ethically.

Employment relations policies which may be established include the ‘Universal Basic
Income’ which provides a potential solution to address job displacement and ensure a basic
standard of living for all citizens. In addition, the ‘Retraining and Upskilling Programs’
which sees government-funded programs that provide workers with the skills they need to
adapt to the changing job market may also be established. There is also the ‘Flexible Work
Arrangements’ which support remote work, flexible hours, and other forms of flexible work
arrangements. Another policy is the ‘Data Privacy Regulations’ which focuses on the
protection of the privacy of workers and ensure that data is used responsibly and ethically.
Lastly, there is also the ‘Social Security Reform’ which seeks an adjustment to social security
systems to ensure that workers in the digital economy and gig economy have access to
adequate social protection (ACAS, 2014).

On the other hand, the fifth industrial revolution refers to the ongoing evolution of industrial
relations, encompassing the changing dynamics of employment relationships and their impact
on policy. This revolution necessitates policies that adapt to new technologies, flexible work
arrangements, and the rise of gig economies, potentially leading to a focus on individual
employee rights and voice mechanisms beyond traditional collective bargaining. It also
speaks to the evolving nature of work and employment for instance, the rise of gig economy
and freelance work. There has been an increased prevalence of gig work and freelance
arrangements which challenge traditional employment models and requires policies that
address the rights and protections of these workers, including issues like social security,
healthcare, and fair wages.

Also, (CIPD, 2022; CIPD, 2024) one can highlight issues of technological advancements and
automation wherein, automation and artificial intelligence are transforming industries,
potentially leading to job displacement or the creation of new roles. Policies must address
skills training, retraining programs, and the need for a flexible workforce to adapt to these
changes. More so, there is also the rise of flexibility and remote work which require policies
that balance employer needs with employee autonomy and work-life balance. Lastly, there is
an emphasis on individual employee rights which has seen a decline of traditional collective
bargaining in some sectors. Hence, policies may need to focus on individual employee rights,
such as the right to voice, protection from discrimination, and access to grievance procedures.

The impact of the above on employment relations policy include a Shifting focus from
collective bargaining which although remaining an important tool, policies may need to
explore alternative mechanisms for employee representation and voice, such as employee
councils, grievance procedures, and mechanisms for individual employee input. The
importance of skills and training must be stressed as key policy issues with a priority towards
skills development and lifelong learning to ensure that workers are equipped with the skills
needed for the future of work. There is again a need to address inequality and insecurity
emanating from the changing nature of work which can exacerbate existing inequalities and
create job insecurity. These must be addressed in policies through identifying issues of
income inequality, social security, and healthcare access for all workers, including those in
the gig economy. Promotion of workplace safety and health must also evolve with the
evolving work environments. Thus, policies can ensure that workplaces remain safe and
healthy for all workers, including those in remote or flexible work arrangements. Lastly, there
is need for establishment of international labor standards due to the increasingly globalized
economy. Policies should thus align with international labor standards and promote fair and
decent work conditions for all workers, regardless of their location or employment status
(Dobbins, 2023; Garg, 2024).

5. DEFINE EMPLOYMENT RELATIONS; WHAT ARE THE PARTIES AND

REPRESENTATIVES IN THE RELATIONSHIP; AND ROLES OF EACH.
(15)

Employee relations is a vital aspect of Human Resources Management that places focuses on
fostering positive relationships between employers and employees. This field is viewed by
scholars as the field that deals with the subjects of work, the structure, management and
regulation of the employment relationship and the quality of work life. It thus encompasses
various views that shape the dynamics or interactions within organizations. There are of
course different perspectives on employee relations and their implications for organizational
success. Employee relations is defined as the interactions between a company's management
and its staff. It includes not only the contractual relationships but also the social and
psychological bonds that exist between an employer and employee.

According to CIPD (2022), this aspect is usually handled by a company's human resources
department and typically takes the shape of a clearly defined plan or set of policies
established by the business to maintain healthy relationships between staff and management.
It is argued that organizations can succeed if and when their rules are sound enough such that
it fosters a strong grasp on their interactions with employees. In the modern sense employee
relations refer to interpersonal and group interactions within a work environment and
illustrates how the growth of individual rights in the workplace has led to a growing
individualization of teamwork (CIPD, 2022).

Positive employee interactions are beneficial to organizations through the forming of healthy
employment relationships which are crucial to organizational effectiveness. Scholars argue
that organizations need a contented and motivated workforce, and its absence results in
organizations struggling to operate. To establish a motivated workforce, the basis should be
strong employee relations. Benefits of employee relations according to the CIPD (2022),
include improved retention as both managers and staff are less likely to leave their jobs.
Scholars posit that employees leave their employers, not their jobs, and thus better working
connections can lead to a higher staff retention rate.

In addition, strong employee retention also leads to strong motivation since employees with a
positive working relationship with their organizations are likely to work harder and think
creatively. Employee motivation and productivity increase when they feel valued and their
interactions with management are actively maintained. This also leads to fewer conflicts and
toxicity in the work environment. It has been argued that poor employee relations
management is typically the source of workplace issues, hence a sound focus on employee
relations can help to lessen conflict and toxicity in the workplace. Such an approach also
leads to an improved satisfaction and productivity at work.

Prospective employees are typically drawn by workplace culture when looking for new
opportunities, thus improving the current workplace culture should be a high priority for
management. Great workplace cultures are centered on strong relationships with the
employees, since there is ease of engagement between workers and managers (CIPD, 2022).
Lastly, healthy employee relations also fosters increased employee participation. Such is a
priceless organizational benefit as employees who are highly committed to their employer's
performance and mission are considered to be engaged. Since management and staff
relationships would be based on reciprocal benefits, employee involvement in the team can
only increase and improve organizational effectiveness (CIPD, 2022).

It has been argued that typically, employee relations systems have three role players that is,
the state, employers and employees. Despite acknowledging this tripartite nature of
employment relations, there is also the belief that at ‘customers’ and ‘competitors’ should
also be acknowledged as crucial players. Employment relations interplay with some
environmental factors for instance, those related to the social, economic, political,
technological and natural subsystems, as well as with the dynamics of customer satisfaction
and international and local competition. This can be an argument for a pentagonal
relationship involving the above-mentioned five parties.
 6. DISCUSS THE ROLE OF THE FOLLOWING PLAYERS IN THE
EMPLOYMENT RELATIONS OF ESWATINI:
a. The department of labour (5)

The Department of Labour plays an important role in employment relations through

developing and administering labor market policy and law, aiming to promote a harmonious
industrial relations environment and ensuring compliance with labor laws and international
standards. Some of the its’ key responsibilities and objectives include developing and
administering the instruments used for labor market policy laws. The labour department is
also responsible for creating and implementing policies and laws related to employment
conditions, employee protection, and industrial relations. More so, it is also responsible for
promoting harmonious industrial relations through fostering a positive and cooperative
environment for employers and employees, encouraging fair practices and resolving disputes
constructively.

Another function is the ensuring organizations comply with labor laws especially those
related to employment conditions, employee protection. Thus adherence to statutes guiding
industrial relations by employers and employees. The labour department also seeks to
promote International Labour Standards in line with International Labour Organization (ILO)
standards and conventions. Other key issues include the protection of the interests of the poor
and voiceless workers, management and promotion of harmonious industrial relations in the
country and ensuring fair play among unions through upholding the rule of law. The labour
department also seeks to provide information and advice.

The above issues are carried out through different activities such as conducting inspections,
on compliance with labor laws, investigating complaints, mediating disputes, promoting
social dialogue, training and skills development as well as data collection and analysis on
issues related to employment, labor market trends, and other relevant issue
 b. NAPSAWU (5)

c. Business Eswatini (5)

Business Eswatini is a non-profit organization which participates in Eswatini's employment

relations through representing employers by advocating for a conducive business
environment and facilitating dialogue between businesses, government, and organized labor
to promote trade and harmonious labor relations. Business Eswatini does representation and
advocacy through acting as a voice for the private sector wherein it represents the interests of
its members and the broader business community in discussions with the government and
other stakeholders. Business Eswatini also facilitating dialogue by acting as a bridge between
businesses, government, and organized labor, fostering cooperation and understanding to
address issues related to employment, trade, and economic development.

To promote a conducive business environment, Business Eswatini seeks to barriers to trade,

mobilize investment, and promote good corporate governance and corporate citizenship,
ultimately aiming to create a more favourable environment for businesses to thrive. Business
Eswatini also seeks to influence policy through advocacy and engagement with policymakers.
Such influences of the economic policy ensure that there is a conducive environment for
business growth and sustainable employment.

In addition, Business Eswatini also ensures that there is skills development by recognizing
the importance of a skilled workforce. They thus advocate for initiatives that promote skills
development and address skills gaps in the labor market. This also enables them to form
strategic partnerships by collaborating with local, regional and international organizations,
such as the International Labour Organisation (ILO), Business Africa, and the International
Organisation of Employers (IOE), to connect local industry issues with strategic partners
beyond the borders.

d. CMAC (5)

The Conciliation, Mediation and Arbitration Commission is crucial role in fostering

harmonious industrial relations by providing accessible, speedy, and cost-effective dispute
resolution mechanisms, including conciliation, mediation, and arbitration. CMAC has a
mandate and purpose to promote effective labor dispute management and speedy dispute
resolution. Under dispute resolution its’ core functions include conciliation whereby it
facilitates agreements between parties through an independent Commissioner, helping them
understand labor law and fair practices. It also ensures mediation through acting as a neutral
third party to help parties reach a mutually acceptable resolution. More so, it also provides
arbitration through provision of binding decisions when disputes cannot be resolved through
conciliation or mediation.

It should be highlighted that CMAC is independent of any person, statutory body, political
entity, employer, employee, federation, or organization. In summary, CMAC aims to provide
accessible, expeditious, cost effective, fair, and equitable dispute resolution mechanisms. It
also promotes harmony by providing a platform for resolving disputes and preventing future
ones. CMAC also publishes guidelines related to matters affecting industrial relations.
Finally, CMAC is also responsible for designing, establishing, and electing workplace fora
and creates deadlock-breaking mechanisms to prevent and resolve disputes and employee
grievances as well as prevent discrimination and promoting of equal opportunity program.

e. Industrial Court

The Industrial Court in Eswatini plays a crucial role in the resolving of employment disputes,
ensuring fair labor practices, and promoting industrial harmony by having exclusive
jurisdiction over matters arising between employees and employers, as outlined in the
Industrial Relations Act. The Industrial Court has exclusive jurisdiction to preside over
applications, claims, or complaints related to the Industrial Relations Act, the Employment
Act, the Workmen's Compensation Act, or any other relevant legislation. It therefore means
that all labor grievances must first be brought before the Industrial Court which is the primary
body to resolve such matters.

The industrial court's primary function is to settle unresolved disputes and other matters
arising between employers and trade unions representing workers and it addresses issues
related to collective bargaining, unfair labor practices, dismissals, and other employment-
related matters. It has other powers and functions for instance the power to hear and
determine any matter properly brought before it, including applications, claims, or
complaints. The power to grant relief appropriately in respect of a matter, such as
compensation, reinstatement, or other remedies. It also possess the powers of the High Court
in the discharge of its functions including the power to grant injunctive relief.
The industrial court is also there to ensure that fair disciplinary processes are observed and
followed by employers, even when management is convinced of the guilt of employees. This
therefore ensures that the court promotes Industrial harmony. It is important that the court
participates in the promotion of industrial harmony and regulation of relations between
employers and employees, as well as between trade unions and employer organizations.

f. Standard Bank Eswatini

The Standard Bank plays an important role in the employment relations of Eswatini. The
standard bank acts as a major employer and actively engages in negotiations, while also
emphasizing a positive work environment and fostering a culture of respect and open
communication.
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