Understanding the Nature of Employment and Exploitation
So in most labour circles, exploitation gets quite a bad rap. As an employer you will inevitably be told at some point that you’re exploiting your labour force in some form or another (for the more thick-skinned specimens out there – it’s not meant as a compliment).
Here’s the problem though: it’s part of the deal.
Employees are usually resentful because they are giving more than they are getting. But that’s the nature of employment. Employment is basically premised on the principle that for a measure of predictability an employee subordinates his or her labour to an employer (i.e. subjects him or herself to the supervision of the employer) for a set fee (remuneration) calculated in terms of units of time worked.
Thing is: if as an employer you pay the employee exactly what their labour earns you or less – you’re going bankrupt.
Essentially, the idea is that as the employer you need to utilise the co-operation the employee extends you with regard to the application of the employee’s labour in order to make more money with his or her labour than he or she costs you, with you then pocketing the difference – therein lies the profit…
But there’s a snag. In order to ensure the “measure of predictability” that employees crave, our law doesn’t make it particularly easy for you as the employer to extricate yourself from the employment relationship – and all the while you’re paying.
So, is it exploitation – if you get it right, absolutely; if you get it wrong it’s a fine way to wear second-hand underwear for the rest of your life. Is it unpalatable – sure; but not everybody is cut out to be an employee…
Is it wrong – no, with the caveat that you need to stick to the deal. So what’s the deal? Well, firstly you better have a clever plan, all day, every day. These folks are selling you subordinated time for money and the clock is ticking.
Secondly there has to be a deal. You might also want to seal the deal – preferably up front and in writing in a manner that clearly specifies how much for what– we call that an employment contract.
Thirdly you need to ensure compliance; both yours and the employee’s. Ensuring yours is simple – employee’s exchange units of subordinated time for money, so you’re responsible for keeping track of the time, calculating the money and paying it – we call that a payroll.
Ensuring the employee’s compliance is more complicated, it speaks to the subordination of the employee’s labour… You also need to measure the employees output to ensure you’re getting bang for your buck – we call that performance measurement.
Disciplinary Codes: The Employer’s Safety Net
Finally you need a divorce clause – we call that a disciplinary code. If you need help with sticking to the deal so that you can enjoy the benefits of exploitation with a clear conscience, give us a call.
Conclusion
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Key Takeaways
- Employment is built on a deal: time and labour traded for money.
- Employers profit when they use labour efficiently — and that’s not “evil,” it’s the system.
- To avoid conflict, the deal must be clear, usually in a written employment contract.
- Employers need airtight payroll and proper performance measurement.
- Employee compliance matters just as much as employer compliance.
- A disciplinary code acts as the “divorce clause” when the relationship breaks down.
FAQs
Is employment always exploitation?
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What makes a solid employment deal?
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