Strike Case Study

STRIKES

A strike is when labour and work is being withheld by the workers of a certain company in support to their demands which were made to their employer or employers yet the employer or employers have not yet met any of the employees’ demand, the workers then result in a strike which can be in the form of a go-slow, overtime bans or a stay-away approach. A strike usually happens as a response to the employee’s grievances (Israelstam, 2011).

The Labour Relations Act, 1995 defines strike (cited by Swanepoel, 1999:261) as “the partial or complete concerted refusal to work, or the retardation or obstruction of work, by persons who are or have been employed by the same employer or by different employers, for the purposes of remedying a grievance

But new research provides compelling evidence that diversity unlocks innovation and drives market growth – a finding that should intensify efforts to ensure the power of differences. In this research, which rests on a nationally representative survey of 1800 professionals, 40 case studies and numerous focus groups and interviews, we scrutinized two kinds of diversity: inherent and acquired. Inherent diversity involves traits you are born with, such as gender, ethnicity and sexual orientation. Acquired diversity involves traits you gain from experience: working in another country can help you appreciate cultural differences, for example, while selling to female consumers can give you gender smarts. We refer to companies whose leaders exhibit at least three inherent and three acquired diversity traits as having 2-dimensional diversity. 2-D diversity unlocks innovation by creating an environment where “outside the box” ideas are heard. When minorities form a critical mass and leaders value differences all employees can find senior people to go bat for compelling ideas and can persuade those in charge of budgets to deploy resources to develop those ideas” (Hewlett, Marshall & Sherbin,