Glenn Adler examines the phenomenon of employee engagement in South Africa as a process extending from workplace and industry level to the state itself. While far-reaching and unique in many ways, the institutions that have emerged cannot but reflect the different agendas of the two major role-players, and that of the state, giving rise to tensions which render their future development problematical.

Assessing labour's engagement with capital in South Africa against international trends, he concludes that it can deliver substantial benefits but that, to avert the risk of being incorporated into business- driven strategies, labour needs to develop its own strategic vision.

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