Abstract
Orientation: Collective engagement stakeholder strategies are significant for the creation of
harmony in the workplace. It is a known fact that the South African (SA) labour environment
has been dominated by industrial action before and after the 1994 democratic transition. To be
precise, the statistics reveals that industrial action has increased and become more destructive
post-1994.
Purpose: The purpose of this article was to present the current collective engagement
stakeholder strategies for South African labour relations.
Motivation for the study: The SA mining sector has seen more violent strikes, with a higher
number of deaths, injuries, criminal activities, arrests, dismissals and job losses in recent years.
This article captures the current mining stakeholder strategies shaping the existing labour
relations environment.
Research approach, design and method: This is a theoretical article highlighting the recent
literature on collective engagement in the mining sector in South Africa.
Main findings: This article presents the current labour relations incidents, reflecting the need
for more effective collective engagement and stakeholder management strategies.
Practical and managerial implications: The current labour relations context has prompted key
stakeholders at the National Economic Development and Labour Council (NEDLAC) to look
specifically at promoting employment, labour market stability, the right to strike, minimising
violence through collective bargaining and highlighting the role of the state, reducing
vulnerability through social protection and increasing the minimum wage.
Contribution or value add: This article adds theoretically to the existing body of knowledge
regarding collective engagement and stakeholder strategies in the SA mining sector.