MINISTRY OF LANDS, AGRICULTURE, FISHERIES, WATER, AND RURAL

DEVELOPMENT
DEPARTMENT OF AGRICULTURAL EDUCATION

ONLINE TRAINING PROGRAMMES FOR FARM OWNERS

EXECUTIVE CERTIFICATE IN STRATEGIC FARM MANAGEMENT

ZNQF level 4

SMF112: LABOUR PRODUCTIVITY

Authors: Maruza Joshua & S. Katonha

May 2022

Reviewed by Chavhundura

SEPTEMBER 2023
INTRODUCTION

Employers and employees depend on each other for their job and income respectively. Labour
productivity is key to business survival as output per worker is a very important measure of business
performance. This module will define the concept of labour productivity, methods of measuring and
monitoring labour productivity. Methods of improving labour productivity will be dealt with. Issues of
workforce effectiveness and management will also be covered. Staff turn over issues and ways if
returning staff will be covered.

Other relevant issues in staff management will be dealt with and these relate to labour legislation,
conflict handling and adoption of labour relations policies. Your will be exposed to Zimbabwe’s labour
laws and trade unionism.

Remember farming is a business. You will be asked to think about the following key questions:

 What are the factors that affects labour productivity?

 How do I manage staff turnover and absenteeism of the workforce?
 Which pieces of legislations affect farm workers?
 How does labour unionism affecting farm workers’ productivity?
 What is the procedure to conduct fair and credible disciplinary?
 What forms of motivation increase productivity?
Module outcomes

By the end of this module you will be able to:

 organise workforce for maximum productivity

 effectively deal with workforce turnover and absenteeism
 solve labour disputes
 comply with labour legislations
 conduct fair and credible disciplinary procedures
 motivate farm workers

Units in this module

UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6

LABOUR WORKFORCE FARM LABOUR DISCIPLINARY THEORIES OF

LABOUR
EFFECTIVENESS & UNIONISM PROCEDURES MOTIVATION
PRODUCTIVITY LEGISLATION
MMANAGEMENT

Activities in this module Whenever this sign appears you are required to conduct a research
from the internet to expand your knowledge on the subject.
UNIT 1

LABOUR PRODUCTIVITY

1.1 INTRODUCTION

Labour productivity is concerned with the amount (volume) of output (work/goods produced/revenue
made) that is obtained from each employee (from their input).

Farm examples of output are litres of milk per period (week/month/year), eggs produced per period
or revenue ($) made per period, lines of a crop weeded per period.

1.2 Learning Outcomes

By the end of this unit you should be able to:

 calculate labour productivity
 Identify and solve the factors that affect labour productivity.

1.3 Why does measuring and monitoring labour productivity matter?

If productivity increases and assuming the wage cost is not changed then the labour cost per unit will
decrease. The higher the labour productivity the better the workforce is performing.

 Labour costs are usually a significant part of total costs.

 Business efficiency and profitability closely linked to productive use of labour.

 In order to remain competitive, a business needs to keep its unit costs down. A more efficient
business will produce lower cost goods than competitors. That means the business can either
make a higher profit per unit sold (assuming that the product is sold for the same price as a
competitor) or the business can offer customers a lower price than competitors (and still make
a good profit)

Achieving higher labour productivity is not a simple task. Several factors influence how productive the
workforce.

1.4 Factors Affecting Labour Productivity

 Extent and quality of fixed assets (e.g. equipment, factory buildings, IT systems)
Mechanise the farm with the best and sophisticated machinery and improve the working
process. Much of these machinery require few workers than before e.g. use of IT to control
machinery or even introduction of robotics hence less workers in production lines. This
however, increases unemployment in the country and damages the reputation of the
business if you are to lay off workers.
Note that it is important that a business makes effective use of its assets. The investment in
production capacity is often significant and hence business needs to maximise the return it
makes on these assets. Think about how much it costs to set up a factory; the production line
with all its machinery and technology.
Source quality components or spare parts to reduce drags on production as machinery
breakdown. Low grade parts tend to lower productivity of the workforce. The tend to jam in
the machinery or trip or break easily causing some drag on productivity.
Well maintained machinery also reduces amount of time wasted on rejected products.
 Some materials might be increasing wear and tear on your machinery, leading to higher costs
or more time spent changing broken drill bits and cutting tools.
Lift labour productivity by gathering feedback from your workers on which materials are
holding up production or difficult to use, then source better alternatives. Pay most attention
to parts used most often and in the greatest volume.
 Motivation of the workers:
more motivated employees tend to produce greater output for the same effort than de-
motivated ones hence result in higher labour productivity. You can motivate workers through:
improving workers’ conditions, designing jobs with workers needs in mind, use of incentives
(e.g. financial inventive likes: bonuses) or non-financial incentives e.g. flexible working where
the workers will have a choice of where and when they work hence they will be able to balance
their work and home life more effectively and hence become more effective.
The negative of using incentives to increase productivity is that the quality may suffer.
 Lift morale to increase labour productivity
A culture of bullying, poor communication from management or between staff, lack of job
security and poor working conditions will all sap morale.
The solution can be as simple as passing on your hiring and staff-support to professionals. A
well-resourced team will vet new hires to ensure your new workers have a constructive
attitude, set the tone for workplace communication and expectations on behaviour, and deal
with tricky situations before they get out of hand.
 Choose team sizes for optimal productivity
A team of the right size and with the right skill mix finds a natural rhythm and efficiency that
gets work done faster and better. Asked to shift a room full of pallets, a team of two can be
more than twice as fast as a disconsolate single staffer. Yet a team of four may well get under
each other’s feet and be slower.
Experience plays a big part in picking optimal team size. Pay attention also to ‘key man risk’,
so that teams aren’t overly disrupted when a skilled worker is ill or on leave.
 Labour flexibility
Can be more flexible if workers are trained in more different job roles e.g. workers may be
trained in animal production but when more workers are needed in the tobacco enterprise
they can be called on to provide their skills there. With worker flexibility it is possible to
introduce worker flexitime where workers can choose the hours they work within limits.
 Education and training: – e.g. on-the-job training that allows an employee to improve skills.
A business with well trained workforce means they can work faster and less wastage of
resources and fewer mistakes will be made.
However, businesses are reluctant to invest in training as employees may leave their business
and work for other businesses once they have been trained and gained skills.
 Woking practices:
This involves the way the workers are organised and managed as it can impact on productivity.
Refers to the methods and practices that workers undertake within the work place. For
example, if the supplies are at a great distance from the machinery that would be used to
manufacture them this can slow down the process. Managers have to consider layout and
other processes which could improve productivity.
 Avoid expertise overlap.
When a production process requires two or more sets of differently skilled workers to be in
the same space at the same time, productivity can fall. Requiring access to the same tools at
 the same time or competing for space for two different sets of equipment can disrupt the
smooth flow of work and lead to frustration in the workforce.
Increase your labour productivity by planning your production to avoid these overlaps. That
means scheduling your projects so that your different teams are used as efficiently as possible,
including any required contractors, making sure access to limited tools, or limited spaces is
accounted for.
 Improve site access
Avoid situations that can lead to delays when workers are, for example, coming back to their
work site after break times. These may be slow lifts, narrow passages or doorways. Even
something as simple as a congested stairway or functioning but slow lift can have a surprising
effect on your labour productivity if staff are regularly delayed when trying to resume or begin
work.
Lifts should be serviced regularly and they should be safe aces to all work sites.
Balance security with ease-of-work. On sites where theft or personal safety are an issue then
security checks may be an unfortunate necessity. However, this can limit labour productivity
as free access in and out of the plant is slowed. Similarly, in office environments if access to
information is excessively limited your staff may not be able to complete their tasks
effectively.
When weighing security options, consider what impact any system will have on labour
productivity. For example, a factory creating sensitive electronics might find a pat-down on
arrival or departure is the cheaper option. Yet a discreetly installed sensor at entrances will
increase labour productivity if it does the same job without disrupting (and upsetting)
workers, even if it’s costlier in the short term.
 Increase labour productivity by hiring local
Labour productivity suffers when the workforce you need has to travel long distances before
clocking on. For the employer, this isn’t an obvious disadvantage, but for workers employment
will come with greater travel costs, and more time away from family, meaning a lower
effective pay rate. This can affect morale and engagement, and lower the employer’s ability
to attract the best staff.
Relocating is not always a realistic option, but if you’re adding a location – or when the lease
on your current premises comes up for negotiation – consider proximity to the workforce as
part of your approach to increasing labour productivity. Alternatively consider working with
your staff on managing their transport costs, for example by supporting a mini-van service
from residential areas that gets your staff to work on time and at reduced cost.
 External factors: e.g. reliability of suppliers.
If the workers run out of stock production suffers. Running out of stock can lead to complete
work stoppage or reduced productivity. Workers sit idle. Machinery and equipment may also
get affect when they are constantly shut up and restarted or switched to different use and
back again to the original use when stocks arrive.
You can invest in an Inventory management software and that makes running out of stock a
thing of the past, with features like low stock alerts. It also helps you avoid over-stocking for
fear of running out.
 Increase labour productivity by reducing staff turnover
Every new hire goes through a skills acquisition phase they progress to full production over
time. During this stage they are effectively earning double their wage if they produce half as
much as a fully skilled worker, so are a major drag on your labour productivity.
It’s vital to keep staff turnover low. If you run a big operation, set Key Performance Indicators
(KPIs) around staff turnover for your managers, even when this metric isn’t immediately
 obviously connected to their role. You’ll also want to support them with an experienced
People & Culture team, and be paying your workers sufficiently that they aren’t churning out
in search of better pay or conditions, thereby negating all your wage spend savings through
diminished productivity.
 Tackle dust, noise & hazards

Excessive noise, dust or danger is not just a problem in itself – it also limits the ability of staff to
complete their tasks, frustrates communication, and hampers morale. Constantly wearing safety
equipment can be unpleasant and restrictive and make certain work stations an unpopular choice.

Look beyond simple compliance when considering environmental nuisances and hazards. Is dust
or noise wearing your workers down, or limiting their ability to work quickly and easily? A more
expensive installed solution such as noise dampening or air filters may be better in the long run
compared to fixes such as personal earmuffs or dust masks when you consider the productivity
benefits of a comfortable working environment.

Comfort, as well as safety, is important for high labour productivity.

 Increase labour productivity by limiting overtime

Overtime affects manufacturing productivity in two ways. Firstly, paying more for your staff in
order to get a big job out generally raises your costs relative to output, which drops your capital
 productivity. And while a few extra shifts will often be welcomed as bonus income, too many extra
hours too often will wear down your staff and lower their performance.

Take a long term view of your overtime hours to see what it’s costing you. Does it make sense to
hire another extra few hands – or to add a production line – to avoid over reliance on overtime?
If either option is roughly cost-equivalent to your status quo, then the answer is almost definitely
‘yes’ as your workforce will be less stressed and more productive if they stick to regular hours.

 Beware staggered or alternating rosters

When workers are scheduled for, say, 10 days on then 6 days off, labour productivity is often
affected. Workers can take time to get back to full speed when returning after an extended break
– while errors are more likely to creep in as staff tire at the end of long periods on the job. Similarly,
rotating rosters where staff switch between day, evening and night shifts is disruptive to
productivity.

 Avoid late production rescheduling

Just because a change to a planned production run happens before the run is set to start,
doesn’t mean it won’t be disrupted. Prep work will need to be rushed – and any work already
done towards the cancelled or delayed project becomes wasted time.

A brewer, for example, might decide to create a new short-run sour ale in response to an
overnight interest from their market. Doing so quickly will let them take advantage of the
opportunity. But a change at the expense of a planned production run will waste the efforts of
the art department who have already designed the labels, and drain the budgets of supply
managers who will need to buy in ingredients expensively at short notice. Meanwhile a new vat
will need to be cleaned, while the other one sits idle.

Managers looking to find a balance between flexibility and planning should always consider the
disruption and inefficiencies that come along with a very responsive work environment.

Note that besides labour productivity there are also other types of productivity you have to consider
and these are:

Total Factor Productivity

There are many factors that impact a country’s productivity. Such things include investment in plant
and equipment, innovation, improvements in supply chain logistics, education, enterprise, and
competition.

The Solow residual, which is usually referred to as total factor productivity, measures the portion of
an economy’s output growth that cannot be attributed to the accumulation of capital and labour.

It is interpreted as the contribution to economic growth made by managerial, technological,

strategic, and financial innovations.

Also known as multi-factor productivity (MFP), this measure of economic performance compares the
number of goods and services produced to the number of combined inputs used to produce those
goods and services. Inputs can include labour, capital, energy, materials, and purchased services.4
Capital Productivity

Capital as a productivity measure looks at how efficiently physical capital is being used to create
goods or services. Physical capital includes tangible items, such as office equipment, labour
materials, warehouse supplies, and transportation equipment (cars and trucks).

Capital productivity is calculated by subtracting liabilities from physical capital. You then divide the
sales number by the difference. A higher capital productivity number shows that physical capital is
being used efficiently in the creation of goods and services while a lower capital productivity number
shows the opposite.

Material Productivity

Measuring productivity by materials looks to measure output by the materials consumed. Materials
consumed can be heat, fuel, or chemicals in the process to create a good or service. It analyses
the output generated per unit of material consumed.

There is a link between productivity and competitiveness. If productivity can be raised in a business
this means they will be able to produce more output for the same level of resources hence the cost to
the business will be lower. The business will have a higher profit margin and can charge lower prices
and gain more customers hence the business is more competitive. Their brand awareness will increase
and eventually your product may be more preferred even if their prices increase. Businesses should
continue to monitor their productivity and always aim to improve it.

1.6 How can labour productivity be measured? The common formula is as follows:

Example 1 of calculation of labour productivity:

A farm produces 20000 hay bales each week. Total weekly labour hours are 2000. What is labour
productivity (hours/unit).

Labour productivity output per period = output per period (units)

Number of employees at work

= 20000/2000

= 20 units.

Example 2 of calculation of labour productivity:

A farm’s total output for a week was $500000. All members of its labour force worked a total of 100
productive hours for the week. Labour productivity is found by dividing $500000 by 100 productive
hours:

= $500000/ 100 hours

= $5000 per hour

1.7 How can a business improve its labour productivity? Here are the main approaches:

 Measure performance and set targets – it is often claimed that "what gets measured, gets
done!"
 Streamline production processes
  Invest in capital equipment (automation + computerisation)
 Invest in employee training
 Make the workplace conducive to productive effort
1.8 Unit summary
 Productivity, in economics, measures output per unit of input.

 When productivity fails to grow significantly, it limits potential gains in wages, corporate
profits, and living standards.

 The calculation for productivity is output by a company divided by the units used to
generate that output.

 Auto giant Toyota and online marketplace king Amazon are prime examples of businesses
with an impressive level of productivity.

 Productivity in the workplace refers simply to how much "work" is done over a specific
period of time.

1.9 ACTIVITIES

 Discuss the importance of Labour productivity

 Calculate labour productivity of one enterprise at the farm
 Find out how you can improve the general productivity of your farm
 How can you improve the skills and ability of workers?
 Conduct an analysis of the work practices on your farm, particularly where there is a
production line e.g. in the dairy parlour, tobacco grading shade, etc. What improvements
can you make on the layout. Remember there should be a smooth movement from one
stage to the next of the production line.
 Conduct a check at your farm to find out if shift changes are affecting your productivity. How
many units are completed on days one and two, versus the average? What’s the error rate
at the end of a long period of continuous work, versus a 5 or 6-day week?
UNIT 2

WORKFORCE EFFECTIVENESS AND MANAGEMENT

There are many measures of workforce effectiveness, and a variety of approaches to manage the
workforce.

2.1-unit outcome:

By the end of this unit you should be able to:

 Calculate staff turnover and unauthorised absenteeism.
 Deal with the problems of staff turnover and absenteeism.
2.2 Main measures of employee effectiveness

Staff turnover – This is measured as the staff who have left during a specific period
Labour productivity – output per employee (covered in unit one)
Absenteeism – percentage of staff who are absent from work

2.2.1 Staff turnover

Any business can lose staff due to a number of factors:

 Retirement
 Unsustainability
 Changes in strategy (e.g. closure of locations)
Turnover has to be managed to avoid loss in business

Employee retention is the ability of a business to convince its employees to remain with a company

The formula for labour turnover = number of employees leaving during a specific period X 100

Average number of employed during that period

Activity 1.

A farm which employed an average of 80 staff recruits 12 staff to replace 15 who left. Calculate the
labour turnover for the farm.

2.2.1.1 Challenges of staff turnover

 High cost (recruitment and training costs)
 Increased pressure on remaining staff.
 Disruption to production/ productivity
 Harder to maintain the required standards of quality and customer services

2.2.1.2 Factors that affect staff turnover

a. Type of business

 Some businesses have seasonal staff turnover (e.g. tobacco production)

 Some businesses employ many temporary staff (e.g. tobacco processors)
b. Pay and other rewards

c. Working conditions

d. Opportunities for promotion

e. Competitor actions

f. Standard of recruitment

g. Quality of communication in business

h. Economic conditions: downturn often lead to lower staff turnover

: Buoyant economy – staff likely to leave

i. Labour mobility : transferability of staff skills

: Job options availability

j. Employee loyalty

Ways to improve staff turnover

 Effective recruitment and training – recruit and train the right staff
 Provide competitive pay and other incentives
 Job enrichment
 Reward staff loyalty (service awards, extra holidays etc.)

2.3 Absenteeism

2.3.1 Comments about absenteeism

 A significant business cost (sickness absence can cost a business money)

 Key to understand reasons for absence
 Often predictable (Monday/ Friday or end of shift pattern)
 Main holidays

2.3.2 Tackling absenteeism

 Understand the cause

 Set targets and monitor trends
 Have a clear sickness and absence policy
 Provide rewards for good attendance
 Consider the wider issues of attendance motivation

2.3.3 Absenteeism = number of staff absent during a period x 100

Number employed during a period

Absenteeism = number days taken off for unauthorized absence (during a period) x 100

Total days worked by workforce over the period

2.3.4 Unit summary

There is need to assess the effectiveness of the workforce in order to get the best out of it. Issues of
staff turnover and absenteeism should be periodically reviewed and any concerns resolved.
2.3.5 Activity

Calculate the absenteeism of workers at your farm per week.

Step 1: multiply the number of workers by the number of working days per week. This will give you
the total number of working days per week.

Step 2: Find out the number of people who have been absent without authorization in that week and
add them all up and multiply the answer by 100.

Step 3: Total absent days per week multiplied by 100 divided by the total working days per week will
give absenteeism as a percentage per week. See the worked example below. Note that this is
calculated for a period of a year.

A farm employs 20 staff. In a year the total available working day were 4000. Unauthorized absence
for the year was recorded at 560 days

Absenteeism = Days absent (560) x 100

Total potential working days (4000)

= 14 %

Reflect on your findings for the farm by conducting the following analyses:

 What percentage of days has they been away?

 Think of the lost time that could have been effectively put into production.
 Find out those workers who are habitually absent and when they are likely to be absent
from work, e.g. on Fridays/ Mondays/pay days, etc.
 What strategies can you put in place to deal with your observed unauthorized absenteeism?
UNIT 3

LABOUR LEGISLATION

3.1 Introduction

This unit shall introduce you the most common pieces of legislation which govern agricultural

activities. All types of employment are protected by employment law. This include persons who

are engaged on fixed term and casual contracts. Fundamental rights of employees and employers

should be observed and entering into contracts and termination of contracts.

3.2 Learning outcomes

By the end of the topic you should be able to;

 Formulate an Employment Contract or Employment Agreement

 Solve disputes among workers
 Manage different types or forms of employment
3.3 Definition of terms

Employer- means any person whatsoever who employs or provides work for another person and

remunerates or expressly or tacitly undertakes to remunerate him \ her.

Workers Committees-formed by employees of one employer to represent their rights and interest

at the workplace.

Works Council-is a council composed of equal number of representatives of an employer and

representatives drawn from members of a workers’ committee.

Trade Unions-are independent democratic organisations formed by employees in particular

industry to promote and safeguard their rights and interest.

Labour Court – this is a specialised court dealing exclusively with labour matters.

A casual employee -is a person engaged by a particular employer to perform work for a period

not exceeding a total of six weeks in any four consecutive months. However, that person shall be

deemed permanent on exceeding such period.

A seasonal employee – is a person who performs work at a certain time of the year owing to the

nature of the farm.

3.4 Fundamental rights of employee

As laid down in Section 65 of the Constitution of Zimbabwe Amendment (No. 20) ACT 2013.

 Every employee has the right to fair and safe labour practices and standards
 Women and men have a right to equal remuneration for similar work.
 Women employees have a right to fully paid maternity leave for a period of at least

three months.
3.5 Wages

 Wages are paid according to the grade and classification of workers

 All agricultural workers are also entitled to allowances
3.5.1 Deduction from Wages

An employer is generally not allowed to make any deductions from an employee’s wage.

However, there are several exceptions:

 If any employee is absent from work without leave

 If any employee has been given an advance on wages
 If the employee has signed a written stop order
 If the employee has agreed to deductions to repay a loan made to him
 The employer must by law deduct amounts required for payment of NSSA
contributions, PAYEE, or any other amounts which he/she is entitled to deduct in

terms of any existing law.

3.5.2 Overtime Payment

If an employee works more than the 8 hours allowed in one day or the 6 days in a week, the

employer must pay overtime.

 Overtime pay is one and a half times the employee’s wage for normal working
hours.
 If the overtime is on an industrial holiday, overtime pay is one and a half times the
normal wages for hours within normal working time
 An employer can offer time off in place of overtime pay if the employee agrees.
3.6 Short time Working/Reducing Working Hours.

The worker works fewer hours in a day or a week and gets paid less but still retains his/her

other benefits.

 An employer cannot put a permanent employee on short time working without the
written permission of the Employment Council.
 A worker has to be given one month’s notice before being put on short time
working.
 During short time work, an employee should be paid for the hours worked, but the
total should not be less than 60% of his full-time wage.

Activity 1: Open the website below and familiarise yourself with the labour laws identified.

Labour Law Zimbabwe – Employment laws and rights for Employees in Zimbabwe -
Mywage.org/Zimbabwe
3.7 Types of leave

Activity 2: Analyse the types of leave below. Find out why each leave type is important. Which leave
types would you grant too your employees and why? What other leave types can be granted to
employees?

3.8 Safety

The employer must provide a safe environment for the workers. The regulations do not make

specific rules, except for the handling of dangerous substances, particularly pesticides and

livestock medications.

No pregnant woman or child under the age of 18 years may be employed to handle pesticides.

3.9 Compensation for Injury or Illness

Part of National Social Security Authority (NSSA) is the Workers Compensation Insurance

Fund. Every employer must pay into the fund in order to provide accident insurance for his

workers. The amount to be paid will be assessed by the Insurance Board.

3.10 Pension Rights

 • All permanent employees must pay contributions to NSSA at the rate of 3.5% of their
wages.

• The employer must also pay 3.5% of the employee’s wages to NSSA.

• After contributing for three years, the employee will qualify for the following

benefits: a retirement grant and pension at the age of 65, pension for any disability, a

pension for the spouse if he/she dies, and a funeral grant.

3.11Types of employment

Special Worker- is an employee who, because of physical or mental disability such as old age

or chronic sickness is capable of doing only part of work required of a non-disabled employee.

Permanent Worker-is employed on a monthly or weekly basis and has satisfactorily completed

a month probation period.

Seasonal Worker-is an employee who is employed for a period not exceeding six months in any

period of twelve months.

3.12 Hours of Work

 The ordinary hours of work for herdsmen, watchmen, boiler men, fire-tower
attendants, pump attendants, guards and caretakers shall not be more than two
hundred and eighty (280) hours per month.
 The ordinary hours of work for all other employees in the Agricultural Industry shall
not be more than two hundred and eight (208) hours per month.

 Every employee shall receive at least one day off in each week.

3.13 Employment of Children

 The minimum age for any type of employment and for apprenticeship in Zimbabwe
is 16 years.

 The minimum age for hazardous work which is likely to jeopardise the child’s health, safety
or morals is set as 18 years.

3.14 Rights of an employer

 Right to contest the compensability of a claim

 Protection of your trade secrets
 Royalty for your workforce
 Right to quality conscientious work
 Right to confidentiality /non-disclosure
 Right to implement a work policy
UNIT 4

FARM LABOUR UNIONISM

4.1 Introduction

This unit will give you an understanding of the various forms of collective bargaining which can

be used by employees in the agricultural sectors to lobby for the improvement of their working

conditions. Duties of various farmer organisations are clearly spelt out in this unit. You would

understand the channel that can be used by workers when they want to launch their complaints.

4.2 Learning outcomes

By the end of the topic you should be able to;

 Know duties of farmers organisations

 Launch complains to workers’ committees and unions
 Explain functions of workers’ committees and trade unions
4.3 Do the new settlers recognize the union?

Some settlers like bankers recognize GAPWUZ as a union. What are your views??

Activity: Find out why farmers distrust labour unions?

4.4 What should be done to improve and maintain good union health in the future?

Union membership fluctuates, for example seasonal workers only contribute their dues when

they are at work.

If GAPWUZ had 100% payments, they would not have a problem as a union.

GAPWUZ should do intensive sensitization now as 1st quarter of next year will not be viable for

them as a union.

4.5 What is a healthy union?

An organization that is able to run its own activities using its own resources. Well-wishers

should only come in to supplement what GAPWUZ have.

Union with paid up membership, strong bargaining power and strong negotiating skills.

In terms of the union characteristics, they hypothesized that "union organizing success rates are

affected by the degree of union democracy; strike frequency and duration; membership

concentration within a union's primary jurisdiction; centralization of decision-making; dues and

wage levels

4.6 Functions of workers’ committees

 To prepare employees in all matters that affect their rights and interest.
  To negotiate agreements relating to terms and conditions of employment.
 To recommend a collective job action but as a last resort.
 To act as a direct link and means of communication between management and
employees.
 To promote stability and good employee/management relationships and settle disputes.
 To provide their fellow workers advise in respect of any grievance/disciplinary matters.
 To ensure observance of industrial regulations for the farm.
4.7Functions of trade unions

 To negotiate for higher wages and better working conditions.

 To protect labourers from victimisation and injustice.
 To provide opportunities for promotion and growth.
 To encourage discipline among workers.
 Defend their employee rights and job.
 Developing and protecting the skill of union members.

Trade unions in agriculture examined Eurofound.pdf

UNIT 5

DISCIPLINARY PROCEDURES

5.1 Introduction

This unit shall highlight the disciplinary procedure which has to be followed for effective

resolution of any disputes on a farming community. There might be a number of ways to

articulate this but what is important is to ensure all steps have been exhausted.

5.2 Learning outcomes

At the end of this unit, you should be able to:

 provide machinery for careful investigation of offences before corrective/disciplinary

action can be administered
 ensure consistency and prompt action by the responsible/administering official or
committee on issues concerning discipline
 ensure equating an offence to the result corrective action allowing for mitigation or
aggravating factors
 provide guidelines on procedural and substantive fairness and justice in handling
disciplinary matters at the workplace.
5.3 Termination of employment

The Constitution prohibits termination of services of an employee solely on the grounds of a

requirement to pay him a minimum wage in terms of a minimum wage notice.

An employer cannot therefore just dismiss a worker without a good reason. Acceptable reasons

are shown in the Code of Conduct. The employer may dismiss a worker after getting approval from
the disciplinary committee or to retrench workers after getting approval from the works council.

Termination of Employment.mp4

5.4 Retrenchment

Sometimes an employer can no longer afford to pay his/her workers due to reduced profits or due

to mechanization. In either case, he/she will have to get rid of some of his/her workers. This is

called retrenchment and the following procedures must be followed:

The employer must discuss the whole matter with workers’ representatives or government

retrenchment committee to see if the retrenchment can be avoided, and if it cannot, agree on how

many workers will be retrenched, over what period of time, and what benefits they will be paid.

5.5 Misconduct

 Theft. Ok this does sound obvious, but stealing isn't just about embezzlement or money
laundering. ...
 Sexual harassment. ...
  Abuse of power. ...
 Falsifying documentation. ...
 Health and safety breaches. ...
 Goods or property damage. ...
 Drug and/or alcohol use.

misconduct.mp4

5.6 Gratuities

A worker who has worked continuously for an employer for 8 years or more can claim a gratuity.

A gratuity is an extra single payment made when the employee leaves work. The amount to be

paid is calculated on the basis of the worker’s monthly wage and increases for each year worked

for that employer.

5.7 Disputes

A dispute may arise between an employer and a worker or workers either:

 When an employer has a complaint against a worker— in this case a disciplinary

procedure will be followed; or

 When a worker or the workers as a group have a complaint about their employer— in this
case the grievance procedure will be followed.

5.8 Disciplinary procedures

5.8.1 Code of Conduct

All disciplinary procedures, including dismissals, must follow the laid down rules or

procedures.

This code describes all the possible offences that workers might commit, and lays down a

type of punishment for each.

5.8.2 Disciplinary Committee

Every farm or workplace should have a disciplinary committee which enforces the rules in

the Code of Conduct. The committee has an equal number of people representing managers

and workers.

5.8.3 Disciplinary procedure

The procedure for conducting a disciplinary hearing in Zimbabwe is as follows:

1. The employer may suspend the employee:

• with or

• without pay and benefits

 • if there is good cause to believe that the employee has committed a misconduct.

The employer shall serve the employee with a letter of suspension with reasons and grounds of
suspension (if the code provides for such suspension).

2. Upon serving the employee with the suspension letter, the employer shall investigate the matter.

3. The employer shall serve a notice, in writing, on the employee concerned to appear for a
disciplinary hearing before a specified disciplinary committee/authority for purposes of conducting a
disciplinary hearing. The notice must:

 specify the charges that he or she is facing.

 advise the employee of the right of the employee to appear:

o in person and/or

o to be represented by either a fellow employee, worker’s committee member, trade

union official/officer, or

o a legal practitioner (as the code may provide).

4. At the hearing, the disciplinary committee shall observe the following:

i. Enquire from the employee if he is happy with the composition of the panel. Note if there
are any objections which must be addressed or recorded.

ii. Read out the charges that the employee is facing as per charge letter.

iii. Ask the employee to enter his/her plea to the charges-whether guilty or not guilty.

iv. If guilty, proceed to hear the employee on mitigation and give penalty. If not guilty, proceed
to the next stage.

v. Ask complainant to lay out the charges and call any witnesses to support the charges.

vi. Allow the employee and/or his/her representative to cross-examine the witnesses until
complainant’s case is exhausted.

vii. Ask the employee to open and lead his defense case and call witnesses if any.

viii. Allow the complainant and/or his/her representatives to cross-examine employee’s

witnesses.

ix. The Disciplinary Committee/Authority is at any stage free to intervene and seek clarification
from all the witness. However, it is strongly discouraged from dissenting into the arena
which may point to a pre-determined decision and may lead to an apprehension of bias.

x. Allow all sides to submit closing submissions (orally or in writing).

xi. Disciplinary Committee or Authority to render its verdict. Whether guilty or not guilty.

 If not guilty give reasons and terminate the proceedings.

 If guilty give reasons and invite the employee and the complainant to submit
mitigation and aggravation respectively.
Please note that this is a general road map and the specific procedure may vary depending on the
employer’s code of conduct and the nature of the misconduct

Possible penalties rendered to guilty verdicts

5.9 Grievance procedure

A Grievance procedure is one of the Human Resource Management tools that set out how certain

actions concerning people should be carried out by the management, employees, or other

stakeholders. It is a formalized approach to deal with specific matters of grievance and

complaints at work or concerning the workplace.

Steps to handle employee grievances most effectively

 Create an efficient system

 Acknowledge the grievance
 Investigate
 Hold the formal meeting
 Take your decision and act accordingly
 Appeal process
 Uproot the main cause of the grievance
5.9.1Through the Disciplinary Committee

If a worker has a complaint about a matter which should have been dealt with by the disciplinary

committee, then he/she can make a complaint to the disciplinary committee.

The disciplinary committee must then hold a hearing and listen to the worker’s complaint and

make a decision within 72 hours.

The worker may appeal against the decision of the disciplinary committee to the Appeals

Committee of the NEC. At NEC level, the hearing must be conducted and a decision made

within 14 working days.

5.9.2 Appeals

After a person has been convicted and sentenced by a disciplinary board, that person can appeal

to a higher office against the decision of the committee. An appeal is a request made to the

higher office to change the decision. The office to which the appeal is made is referred to as the

appeal office.

5.10 Penalties

In general, disciplinary action should, in the first instance, be educational and then corrective.

Punitive action should only be taken when the said earlier steps have proved ineffective.

As far as is possible similar offences committed in similar circumstances should be treated

equitably through the award of similar penalties allowing for mitigating and aggravating

circumstances.

5.11. Collective job action (strike)

It is legal for workers to go on strike. The workers’ committee or trade union must give written

notice 14 days before the strike, indicating that they want to strike, and why.
UNIT 6

THEORIES OF MOTIVATION

6.1 Introduction

This unit introduces you to the theories of motivation which can be applied on a farm

situation. It's relevant to all of society but is especially important to business and

management. That's because a motivated employee is more productive, and a more

productive employee is more profitable. This will hence contribute to labour productivity

on our farms.

6.2 Learning outcomes

By the end of this Unit you should be able to:

 motivate your labour force hence increase productivity

 Apply the theories of motivation
 Relate motivation to your farm setting
 Analyse the relationship between motivation and behaviour
6.3 Maslow hierarchy of needs

Maslow argued that human needs can be classified into a distinct hierarchical structure

with psychological needs being the most basic and self-actualization being the apex of

the hierarchy. If a person is to feel fundamentally comfortable the lower level needs must

be at least be partially satisfied before the next and consecutive levels are attempted.

From Wikimedia Commons

conduct further reading on ERG motivation theory Alderfer

6.4 Aldrfers’s ERG theory

ERG theory proposes that if a higher-level need fails to be filled then a person may regress and

seek to further fill lower-level needs instead. For example, if an ambitious employee isn't

provided with growth opportunities, then their motivation will be lower and they may become

frustrated.

ERG motivation

6.5 Herzberg’s Two Factor Theory

Herzberg’s Theory of Motivation tries to get to the root of motivation in the workplace. You can

leverage this theory to help you get the best performance from your team.

The two factors identified by Herzberg are motivators and hygiene factors.

Two factor theory – Wikipedia. pdf

6.6 Vroom’s Expectancy Theory:

The central concept of the Vroom Expectancy theory of motivation is that individual is

motivated and the strength of his action depends on close association between his preference

to a specific outcome and the actual outcome. The theory established relationship between

effort, performance and rewards. According to expectancy theory, motivation is the result of

the sum of the products of valence, instrumentality and expectancy.

 Vroom’s Expectancy Theory

6.7. Reinforcement theory of motivation:

These theories examine how the consequences of past behaviour affect the future action in

cyclical learning process. Reinforcement theory is a psychological principle suggesting that

behaviours’ are shaped by their consequences, and that individual behaviours’ can be changed

through reinforcement, punishment and extinction.

Reinforcement theory of motivation

6.8 Rewards for motivating farm workers

 Giving them time off when they have gone extra mile.
 Organising braai for workers or party after successful harvest.
 Providing transport for workers to do their shopping in town once a month.
 Take management to hotels and share meals
 Offer bonuses to farm workers.
 Involve workers in decision making process.
 Flexible working hours.
 One on one meetings.
  Offer free accommodation and recreational facilities/clubs/bars etc.
 Allow honest criticism and complaints.
 Job enrichment.
Module summary

Productivity is greatly improved if labour is well motivated, managed and remunerated. You

need to be aware of the labour laws which affect decisions made by farm owners or managers.

Grievances will be a major set-back in terms of workers’ performance if they are not handled

properly.

Activities

A. True or false

1. Reinforcement theory of motivation examines consequences of past behaviour affecting

future. T

2. Giving time off is not a reward of motivating workers. F

3. Herzberg is a two factor theory of motivation. T

B. Essay questions

1. After reading these motivation theories discuss how any one of these theories is

applicable to your farm.

2. What are the theory’s shortcoming and strengths in the application?

3. Discuss measures which you can take if one of your workers comes to work drunk.

4. Explain the procedure of launching a grievance of unfair labour practice.

5. What five offences which require immediate dismissal.

6. Discuss the effectiveness of GAPWUZ as a union to protect farm workers.

7. Explain and give examples of a healthy union.

8. Union favour money rather than their proper functions, discuss.

9. Discuss the importance of Labour Legislation at your farm, are they effective?

10. State any two cases where you were taken to labour courts by workers.