Stakeholder perceptions on the retrenchment laws in Zimbabwe

Abstract Global crises have wreaked havoc on the world economy, causing severe instability and retrenchment of employees in many countries. This necessitates interrogating the retrenchment laws that seek to resolve issues and encourage fruitful outcomes throughout the work ecosystem. This article explores stakeholders’ perceptions of Zimbabwe’s retrenchment laws. The research utilised a qualitative approach with 68 participants, including employers, employees, trade unionists, legal practitioners, and labour consultants. The study revealed that employers were not utilising available special measures to avoid retrenchment. Stakeholders faced challenges such as difficulties in interpreting the retrenchment sections in the Labour Act, distance, processes which are lengthy and costly, and compliance. Further, this study underscores the tension between organisational survival and employee rights, framed through proximity justice and organisational justice theories. The primary recommendation is that retrenchments should be carefully planned, well-thought-out, and purposefully carried out in order to prevent legal disputes. Employers should exercise patience to carry out a thorough analysis of the problems before retrenching employees. Although this research sought to increase knowledge of retrenchment laws, such findings call for additional research using longitudinal and cross-sectional field surveys.