- Title
- Exploring the management-union relationship at a large automotive manufacturer
- Creator
- Le Roux, Loreen
- Subject
- Industrial relations -- South Africa
- Subject
- Labor unions -- South Africa Automobile industry and trade -- South Africa Organizational behavior -- South Africa Psychology, Industrial
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Masters
- Type
- MA
- Identifier
- http://hdl.handle.net/10948/40382
- Identifier
- vital:36154
- Description
- The South African labour environment makes a significant contribution to the country’s ability to function within a social market economy. Labour instability deters foreign investment and has had a negative impact on productivity levels. It would, therefore, be of value to the field of labour relations to consider how the management-union relationship at an organisational level can be improved to encourage a stable, effective and collective relationship. A qualitative approach was adopted to explore and describe the nature of the management-union relationship, including both the confrontational and cooperative elements of interaction, at a large automotive MANUFACTURER that operates within a multinational group. The study explored the effectiveness of the Industrial Relations Framework, which was once or is regarded as the benchmark of Industrial Relations structures within the South African context. This was due to its implementation of an adapted Co-determination Model of employee participation from as early as 1994; thus, providing an opportunity to study a long-established and mature management-union relationship. The relationship was regarded as an aspect of the Industrial Relations climate and focused on interaction within the MANUFACTURER’s Industrial Relations Framework (three committees being the Joint Strategic Workshop, Plant Committee and Negotiating Committee). The aim of the study is to describe the specific factors identified by the parties as having influenced their relationship. Furthermore, the effectiveness of the Industrial Relations Framework was considered in terms of its contribution towards achieving the parties’ goals and lastly, suggestions for improvement were shared to improve the effectiveness of the relationship. The literature reviewed considered the nature of the collective relationship. Firstly, the characteristics of a collective relationship were described to appreciate the complexity and multifaceted, simultaneous influences of the external and internal elements, which impact on the relationship. Secondly, frames of reference were identified that contextualised the chosen industrial relations ideology adopted. Thirdly, typical industrial relations relationship patterns were described which explained the selected approach adopted in the management-union interaction. Fourthly, the South African legislative context was highlighted to appreciate the South African Government’s support for the primacy of the collective relationship. Lastly, a few academic models that included seminal work, were considered to recognise key factors influencing the collective relationship. The most common factors identified were attitudinal dimensions (attitudes, behaviours, and perceptions), goals, sharing common objectives, trust, recognition of legitimacy, access to information, voice, equity (fairness), and communication. The sample consisted of Human Resource Management and NUMSA representatives who participated in the Industrial Relations Framework. Semi-structured, individual interviews were used as a research instrument for data gathering. On conclusion of this phase, a thematic analysis was conducted and themes were identified. This assisted in the description of key factors that had an impact on this particular collective relationship within a pluralistic industrial relations context. The findings revealed that the nature of the relationship differed at the various committees. It was influenced by the functioning of the committee, the effectiveness in achieving the parties’ goals, the level of management represented and the nature of the processes involved in the interaction (information-sharing, consultation and negotiation). Positive changes are underway whereby union capacity building is being addressed to aid and elevate the level of engagement. Operational improvements to benefit the functioning of the committees and afford the union increased input. A joint organisational vision is also being drafted as the first step towards a closer, future partnership as the MANUFACTURER faces competitive challenges.
- Format
- xii, 109 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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NMU School of Industrial Psychology and Human Resources
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | LOREEN LE ROUX.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |