Building effective union service delivery
- NALEDI
- Authors: NALEDI
- Date: 2003
- Subjects: NALEDI
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/174042 , vital:42434
- Description: Organising new and maintaining existing members is central to the strength of trade unions. In a context where union densities are in decline across the world, the focus on organising, and especially on maintaining members, has increased. To maintain membership, unions are increasingly focusing their attention on the provision of services to members. The September Commission report and the Congress of South African Trade Unions (COSATU) National Congress in 2000 resolved that there must be organisational renewal within COSATU affiliates. Organisational renewal includes providing members with a high level of service. Resolutions envisaged each COSATU affiliate establishing capacity to monitor service delivery to members on a regular basis and deal with problems and complaints as soon as they arise. Improved service starts by listening to members and understanding what they want, why they joined the union and how the union addresses their needs, both at the workplace and, more broadly, in society as a whole. This survey was undertaken to assist four affiliates in evaluating their members’ perception of the service that they receive from their union.
- Full Text:
- Date Issued: 2003
- Authors: NALEDI
- Date: 2003
- Subjects: NALEDI
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/174042 , vital:42434
- Description: Organising new and maintaining existing members is central to the strength of trade unions. In a context where union densities are in decline across the world, the focus on organising, and especially on maintaining members, has increased. To maintain membership, unions are increasingly focusing their attention on the provision of services to members. The September Commission report and the Congress of South African Trade Unions (COSATU) National Congress in 2000 resolved that there must be organisational renewal within COSATU affiliates. Organisational renewal includes providing members with a high level of service. Resolutions envisaged each COSATU affiliate establishing capacity to monitor service delivery to members on a regular basis and deal with problems and complaints as soon as they arise. Improved service starts by listening to members and understanding what they want, why they joined the union and how the union addresses their needs, both at the workplace and, more broadly, in society as a whole. This survey was undertaken to assist four affiliates in evaluating their members’ perception of the service that they receive from their union.
- Full Text:
- Date Issued: 2003
The union movement and South Africa's transition, 1994 - 2003
- NALEDI
- Authors: NALEDI
- Date: 2003
- Subjects: NALEDI
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/154168 , vital:39617
- Description: The new government faced enormous challenges when it came into office in 1994. For starters, the outgoing Apartheid leaders had thoroughly plundered the state coffers, awarding themselves and white civil servants massive pensions and 'golden handshakes'. The budget deficit was almost 9% of GDP The country/ had barely three weeks foreign exchange reserves, with a balance of payments crisis looming. The majority of inherited civil servants were generally hostile to the new government. The 'deep structures' of the State — by which I mean the ingrained habits and behaviour — were also generally hostile to the objectives of the democratic State. In addition, poverty levels were very high, and income inequality was among the worst in the world. And, of course, South Africa had the most institutionalised forms of racism in the world, which permeated through every law' and practice.
- Full Text:
- Date Issued: 2003
- Authors: NALEDI
- Date: 2003
- Subjects: NALEDI
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10962/154168 , vital:39617
- Description: The new government faced enormous challenges when it came into office in 1994. For starters, the outgoing Apartheid leaders had thoroughly plundered the state coffers, awarding themselves and white civil servants massive pensions and 'golden handshakes'. The budget deficit was almost 9% of GDP The country/ had barely three weeks foreign exchange reserves, with a balance of payments crisis looming. The majority of inherited civil servants were generally hostile to the new government. The 'deep structures' of the State — by which I mean the ingrained habits and behaviour — were also generally hostile to the objectives of the democratic State. In addition, poverty levels were very high, and income inequality was among the worst in the world. And, of course, South Africa had the most institutionalised forms of racism in the world, which permeated through every law' and practice.
- Full Text:
- Date Issued: 2003
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