Employers' legal responsibilities and recommended practices for protecting the health and safety of pregnant and breast-feeding employees. The code specifically addresses physical, ergonomic, chemical, and biological hazards in the workplace that could potentially harm pregnant employees or their children....
The Code outlines guidelines for structuring working time in a manner that considers employee health, safety, and family responsibilities. The Code emphasises the importance of communication, consultation, and collaboration between employers and employees in establishing and implementing working time arrangements. ...
Guidelines for creating a working environment where sexual harassment is unacceptable and offers a step-by-step procedure for resolving complaints. The Code encourages employers to develop policies, procedures, and training programs to prevent and address sexual harassment in the workplace....
The Code details various forms of harassment, including sexual harassment, racial and ethnic harassment, and hostile work environments, and offers procedural guidelines and policies for employers to prevent and address such issues....
Code of Good Practice on HIV/AIDS and Employment published in 2000 provides guidelines for employers, trade unions, and employees on how to create a non-discriminatory workplace for people living with HIV/AIDS. The Code also outlines strategies for managing the impact of HIV/AIDS on the workplace, including preventing the spread of the virus, providing support to affected individuals, and minimising the associated costs. ...
An interesting question arose on the potential areas for mediation in the Code of Good Practice on Key Aspects of Disability in the Workplace will be discussed. Several areas where mediation could be used in resolving potential disputes may arise and to better adhere to the Code of Good Practice on Key Aspects of Disability in the Workplace ...
Imagine resolving conflicts with a deeper understanding of the hidden forces shaping every decision. Unveiling the power of cognitive biases in mediation could be your secret weapon for achieving breakthrough outcomes. Understanding cognitive biases that might be “stuffing up your thinking” is crucial for mediators because it helps them recognise and address the unconscious influences that can affect decision-making and communication. By being aware of these biases, mediators can better facilitate fair and effective negotiations, ensure all parties are accurately understood, and create an environment where rational, unbiased decisions are more likely to be made. This awareness also aids in managing conflicts, as mediators can identify when biases are at play and help the involved parties overcome them to reach a mutually satisfactory resolution....
In the complex world of business, conflicts are inevitable. These disputes, if not managed effectively, can lead to significant financial losses and damage to business relationships. South African commercial entities often find themselves at a crossroads, having to choose between mediation and arbitration as methods to resolve their conflicts. Both are forms of Alternative Dispute Resolution (ADR) and serve as viable alternatives to traditional litigation. This blog post aims to delve into the specifics of when to use mediation and when to opt for arbitration in the context of commercial disputes in South Africa....
Alternative Dispute Resolution (ADR) encompasses various methods designed to resolve conflicts outside traditional courtroom litigation. Among these methods, negotiation and mediation stand out as two primary tools. While both aim to achieve a mutually acceptable resolution, they differ significantly in approach, structure, and execution. This blog post delves into the key differences between negotiation and mediation, particularly within the context of South Africa, to provide a comprehensive understanding of their distinct roles in conflict resolution....
Disputes are short-term disagreements that are typically easier to resolve and generally involve negotiable interests, such as price negotiations or task assignments at work. Solutions to disputes can be found that partially satisfy both parties' interests. In contrast, conflicts are long-term, deep-rooted problems involving non-negotiable issues, often tied to fundamental values, identity, security, and recognition. Examples include moral or value differences, high-stakes distributional issues, and power dynamics. These issues are highly resistant to resolution and tend to persist over time....