THE EMERGENCE OF INSTITUTIONALISED SOCIAL DIALOGUE IN SOUTH AFRICA

This paper looks at the conceptual framework of social dialogue, investment in social capital and some international definitions of social dialogue as background to developments in this sphere in South Africa. Social dialogue is viewed as a mechanism for problem‐solving and reducing transaction costs. The paper considers the ramifications of the 1979 Wiehahn Report on labour relations, as well as the nature of social dialogue in the apartheid era and its workplace origins. Institutionally, the stepping stones to the emergence of the NEF and Nedlac are discussed, together with some of the issues involved in, and formal outcomes of, Nedlac over the past eleven years in public policy choices. It closes with an evaluation of institutionalised social dialogue in South Africa and its future. “With the transition to non‐racial democracy in 1994, it became the task of an ANC‐led government to attempt to resolve the economic contradictions that apartheid had created. To achieve this requires massive economic and social changes, great programmes of investment and structural change. It is necessary to create the vital human capital needed at every level, from rudimentary literacy to the highest ranks of science and technology; to overcome enormous deficiencies in all forms of social infrastructure, including housing, schools, health, and transport; to return land to the black population and restore ravaged rural areas; to expand black ownership of mining, industry, commerce, and finance; and to diminish enormous inequalities in income and wealth. The new regime has made a promising start, but South Africa's past will exert a powerful influence on its present and future for a long time to come, and these huge tasks will not be swiftly or easily accomplished.” Charles Feinstein (2005 )     

路由器教学的探讨

网络技术中路由器的安装与配置是个难点。这部分内容要讲到什么程度以及如何讲才能让学生乐于接受?作者根据当前路由设备的典型应用和自己的教学实践,提出了一些看法。     

谈企业的社会责任

市场经济是一种经济形式 ,也是一种文化现象。对我国证券市场的反思表明 ,一方面 ,我们应尽快完善证券法规 ,加大执法力度 ;另一方面 ,决不能忽视证券行业的文化理念建设 :只有建立起内在的 ,以服务、诚信、合规为核心价值观的证券文化理念 ,才能从根本上促进我国证券市场的良     

旅游审美是诗意的对话——兼论中西哲学思想中的审美观

从旅游哲学的视角论述了中国道家的逍遥说、儒家的比德说、佛家的随缘人生观与西方现代哲学中的主体间性观点,认为旅游审美是诗意的对话,旅游审美的最高境界是旅游审美主体与旅游审美客体融为一体,由＂在场＂洞见＂不在场＂。     

The Relevance of Ancient Greeks to Modern Business? A Dialogue on Business and Ethics

What follows is a dialogue, in the Platonic sense, concerning the justifications for "business ethics" as a vehicle for asking questions about the values of modern business organisations. The protagonists are the authors, Gordon Pearson – a pragmatist and sceptic where business ethics is concerned – and Martin Parker – a sociologist and idealist who wishes to be able to ask ethical questions of business. By the end of the dialogue we come to no agreement on the necessity or justification for business ethics, but on the way discuss the uses of philosophy, the meanings of integrity and trust, McDonald's, a hypothetical torture manufacturer and various other matters.     

Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm

Abstract

The purpose of the present study is to unravel the relationship between current forms and realities of social dialogue in the workplace, the industrial relations climate, HRM, and employee harm. We tested a model specifying associations between (1) indicators of revitalized social dialogue, (2) perceived cooperation within the industrial relations climate, (3) perceived sustainability in HR practices, and (4) management perceptions regarding employee harm. The test was based on a survey conducted among 356 (HR-)managers and CEOs in Belgium. The results support the idea that a cooperative industrial relations climate and sustainable HR practices can reduce employee harm. More specifically, efficiency in social dialogue fully mediated the relationship between cooperative industrial climate and employee harm. In turn, industrial relations climate partially mediated the relationship between sustainable HR practices and employee harm. Finally, sustainable HR practices correlated positively with a cooperative industrial relations climate, suggesting that HR and employee relations reinforce rather than weaken each other.     

副语言与戏剧对白解读

副语言是非言语交际系统中一个十分重要的方面,在戏剧对白中,它们对话语意义起着替代、确立、强化和修饰等作用。将副语言与戏剧文本结合起来研究,可以为戏剧对白解读提供新的欣赏视角,完善话语分析理论.     

现场执法流程管理系统的人机界面设计

河北检验检疫局现场执法流程管理系统是一套充分利用CIQ 2000系统的数据信息,对CIQ 2000管理系统未关注环节进行流程监控,将检验检疫业务如报检、施检、出证、督办、监督检查、业务分析、在线查看、提出质疑、业务预警等实现网上运行和管理的检验检疫现场执法管理平台。以该系统为研究对象,探讨了人机界面的设计。     

The power of collaborative deliberation in stakeholder dialogue seminars

This paper quantifies the added value of using collaborative deliberation as an engagement element in a stakeholder dialogue seminar arranged over 3 days in Norway in 2015 with a wide range of national, regional and local stakeholders. The topic addressed was the possible impacts in western Norway from a hypothetical nuclear accident in the UK. The first day included information provision while the following 2 days were devoted to collaborative deliberation on the issue. Two questionnaire surveys were used to measure the degree of learning, networking, involvement and problem solving reported by the participants after the first day and the third day. The results from the surveys clearly suggest that collaborative deliberation gave an added value compared to information provision alone in our stakeholder dialogue seminar.     

We need to talk about strategy: How to conduct effective strategic dialogue

As researchers and consultants, we have spent the last few years helping a dozen major public and private organizations understand what went wrong with their strategic planning. We discovered that executives have a hard time with strategy because they are at a loss when the time comes to engage in strategic dialogue. Either their teams debate the organization’s values and goals when such issues should be settled, or they waste time on the details of specific projects that have yet to receive the green light. But whether the conversation is too broad or too narrow, strategy stays out of view. Drawing on recent developments in strategy-as-practice and decision-making literature, we propose a model that executives can follow to take control of strategy meetings and keep their teams on track. We ask them to focus on the right decision purpose, adjust the meeting’s communication style, and cast the right leader for the job. When these three simple rules are followed, the pillars of successful dialogue are aligned, and executives can finally talk about what matters most to them: strategy.