- Title
- Antecedents and influence of the union-management relationship on employee relationships in the automotive, component and metal industries in the Nelson Mandela Bay Metropole
- Creator
- Bowler, Jennifer
- Subject
- Industrial relations, South Africa
- Subject
- Psychology, Industrial Work environment Industrial relations Labor unions
- Date Issued
- 2019
- Date
- 2019
- Type
- Thesis
- Type
- Doctoral
- Type
- DPhil
- Identifier
- http://hdl.handle.net/10948/37150
- Identifier
- vital:34126
- Description
- South Africa is consistently portrayed as having uncooperative union-management relationships which negatively impact competitiveness. However, the post-1994 labour legislation was specifically crafted with the intention of positioning the adversarial wealth distribution phase of the union-management relationship within centralised bargaining forums and promoting cooperative relationships within workplaces. The purpose of this study was to investigate whether within the South Africa context of global competitiveness, the employment relations institutions of centralised and decentralised collective bargaining, employee participation and involvement, in the context of organisational justice, have contributed to management, shop stewards and production employees developing effective1 collective and individual employment relationships positively associated with competitive individual and company performance. The targeted population were companies within the Nelson Mandela Metropolitan Area that were registered with one of the four bargaining councils, Automotive (NBF), Automotive component (MIBCO), New Tyre (NTMIBC) and Metal and Engineering (MEIBC). In addition, since the National Union of Metal Workers was the dominant union in all four of these councils, an additional criterion for potential participation was at least one NUMSA shop steward. Fourteen companies agreed to participate. In total 63 shop stewards, 82 managers and 660 production employees were surveyed using self-administered questionnaires. The results of the study identified that the three major stakeholders hold significantly different perceptions regarding the quality of the management-shop steward relationship, with management the most positive and production employees the least. Further, investigating the factors that influence the perceptions that management and shop stewards have of their relationship, it was identified that for management the most influential factor was their beliefs regarding the interdependent nature of the relationship. For the shop stewards the situation was more nuanced with beliefs regarding interdependence, the perceptions of shop steward-management climate within the bargaining council, satisfaction 1 Definition of an effective employment relationship: An effective employment relationship is one in which the parties successfully resolve issues arising from their conflicting interests and successfully pursue joint gains where they share common interests (Kochan & Katz, 1988) with bargaining council agreements and workplace human resource practices and procedural fairness all contributing factors to the quality of the shop steward-management relationship. The model tested for production employees investigated the relationship between the factors human resource practices, procedural fairness, the standardisation of work, the employees’ perception of the shop steward-management relationship and the relationship of the employees with both their supervisor and the organisation. The primary finding was that the perception that the production employees held regarding the shop steward-management relationship fully mediated the employees’ relationship with the organisation and partially mediated that with the supervisor. These findings confirm the mediating position occupied by shop stewards within unionised companies and without derogating the importance of supervisory-employee relationships, indicated the central importance of the management-shop steward relations in forging strong employee-manager and employee-organisational bonds. While the original purpose of the study included investigating the link between the key employment relationships, namely, shop steward-management, employee-supervisor and employee-organisation relationships, and company competitiveness, unfortunately due to the limited number of companies that participated, it was not possible to test a company level model that included company performance. However, tentative support was found for relationships between the shop steward-management relationship and company performance. This remains an area for further study.
- Format
- xxv, 330 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 | Jennifer Bowler.pdf | 4 MB | Adobe Acrobat PDF | View Details Download |