Labour Relations N6 — Memo

June 2019 — N6 — Labour Relations

N6 2019 Nated Business

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1.1True

1.2True

1.3False

1.4True

1.5True

1.6True

1.7True

1.8False

1.9False

1.1020

2.1020

Q3— Section header —

3.1Labour market Capital productivity Money market (10\

3.2Establishes a legal relationship between parties. Prevents misinterpretation of issues agreed upon. Sets guidelines for all those bound by the agreement. Establishes terms and conditions of relationship.

3.3aused by actual or perceived opposition of needs, val ues and interest between people Happens when one party purposefully uses his/her power in an effort to eliminate, defeat, neutrali se or change the other

3.4Party involvement Power balance (8\ [40]40

Q4— Section header —

4.1nprotected strike Employees are not protected by law Employees may be dismissed rotected strike Employees are protected by law Employees may not be dismissed (12\

4.2This means that the employer may not sue a person or union for damages caused by picket ing The employer may not take disciplinary action against an employe for participating in a lawful picket. Where the employee'

4.3Plant level committees provide an opportunity for face face vertical communication between management and employees. Downward communication ensures information flow and explanations in the format and language that employees can understand.

Q5— Section header —

5.1Positive communication Proper attention to employee unhappiness Understanding of employees problems and interpretation of situations. Prevent ing disputes from developing into serious industrial action

5.2Step he solution from the superior is unacceptable the employee or group of employees approach the same superior with the trade union representative and verbally demand an answer. Step he solution is still

5.3Long serving employees are not in jeopardy. It is logical, objective and unemotional criterion. Union membership is not punished. (10\ [40]40

Q6— Section header —

6.1lternatives considered before proposing dismissals and reasons for rejecting those alternatives umber of employees likely to be ffected and job catego ries in which they are employed roposed method for selecting employees to

6.2Concentrate on facts and not on personal opinions. Ask the employee for his/her suggesti to solutions and alternatives. Further the self image of the employee by concentrating on the positive. The proceedings must be

6.3Basic Condition of Employment Act 1997 Employment Equity Act, 1998 Skills Development Act, 1998 [40]40

Q7— Section header —

7.1SUBSTANTIVE PROCEDURAL AGREEMENTS Examples include agreements the following Wages Working conditions Fringe benefits Trade union recognition Disciplinary procedures and a

7.2

7.3EXTERNAL ENVIRONMENTAL EXPLANATION FACTOR Economic forces nflation rate also taken into account as cost of living has increased Political influences argaining partners hav ing

Topics Identified

Business EnvironmentsLeadershipBusiness Plan

Mark Allocation

Sections20 + 20 + 40 + 40 + 40 + 40 + 40 = 240 marks

Paper information

TitleMemo

SubjectLabour Relations

LevelN6

Document typeNated Business

Year2019

MonthJune

Pages7

Downloads4

Examination context

Decade2010s

Years ago7y

SeasonWinter (SH)

Start daySaturday

Exam periodJune 2019

Days since exam2,689

About Labour Relations examination preparation

This TVET examination resource can be used as part of a structured revision programme. Past papers are most useful when learners attempt questions independently, work within a realistic time limit, and review their answers afterwards.

How to use this resource for revision

A TVET past examination paper is most useful when it is treated as an active revision exercise. Try the questions yourself before checking the corresponding memorandum. Where you make an error, identify the reason — was it a knowledge gap, a calculation mistake, an interpretation issue, or an examination technique problem?

For stronger examination practice, complete the paper without unnecessary interruptions and keep track of the questions that take the most time. Afterwards, review the memorandum and separate knowledge gaps from mistakes caused by interpretation, calculation, structure, or examination technique.

understanding question requirements

applying subject knowledge

working under time constraints

checking answers

identifying revision priorities

A practical revision approach

Start by completing the resource without looking at the memorandum. Review incorrect and incomplete answers afterwards and make a short revision list based on the areas that caused difficulty.

File details

File size206 KB

Pages7

Archived on8 September 2026

File age47d

ContributorFreeMode

Fingerprint334ECED0A98A

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