Thesis (Ph.D. (Public Administration)) -- University of Limpopo, 2023 / Over the years, the South African Police Service (SAPS) has been recording the highest number of employee grievances in comparison to other government institutions in South Africa. Some of the grievances reported by employees remain unresolved. For these reasons, the primary aim of this study was to determine the causes of the high rate of grievances in the Pretoria policing area of the SAPS. To achieve the primary aim of the study, concurrent mixed methods were applied, in particular the survey questionnaire, interviews and document study. On the one hand, the SPSS version 26 software was used to analyse quantitative data collected through a survey questionnaire. On the other hand, qualitative content analysis was used to analyse data collected through interviews. The findings of this study illustrate that the common sources of grievances in the SAPS are promotions, unpaid leave, unfair treatment and rejection of application for transfers. The findings of this study confirmed that autocratic supervisory behaviour as a management factor is among the major factors that account for the high rate of grievances in the SAPS. The study has found that in the process of applying the grievance procedure to address grievances, the SAPS complied with timelines linked to each grievance phase only to a slight extent. In relation to the causes of unresolved grievances, the study found that the involvement of legal representatives in grievances, lack of impartiality of the part of grievance officers, the grievants’ failure to provide testimony and failure to gather adequate evidence pertaining to grievances contributed to the high rate of unresolved grievances. This study has, however, concluded that despite the challenges experienced in grievance handling, the SAPS has the capacity and resources to turn the situation around thereby ameliorating the current situation pertaining to grievances.

M.Phil. / The Labour Relations Act 66 of 1995 introduced new structures for resolution of labour disputes. The Commission for Conciliation Mediation and Arbitration (CCMA) was established as an independent body to resolve labour disputes. The CCMA also took over the functions of the old Industrial Court. The Act also replaced the old Industrial councils with bargaining councils. The function of the bargaining councils is to play a parallel role to the CCMA in dispute resolution within their scope of jurisdiction. The purpose of the legislature in establishing the bargaining councils was to alleviate part of the burden of the CCMA in resolving of labour disputes. The Act envisaged that the CCMA would resolve disputes speedily and inexpensively. If bargaining councils fail in their task of resolving disputes, these disputes are referred back to the CCMA adding to its caseload. The study seeks to establish the effectiveness of bargaining councils in handling dispute resolution function and whether they assist the CCMA in alleviating part of its burden. There are 43 bargaining councils that are accredited by the CCMA to conciliate and arbitrate disputes. Some bargaining councils are accredited to do both conciliations and arbitrations but are failing to perform both tasks. Some bargaining councils are closing down. Other registered bargaining councils do not apply for accreditation. Disputes that are not handled by these councils are referred to the CCMA. The CCMA caseload is escalating every year since inception in 1996. In view of these circumstances the study seeks to understand from bargaining councils and from both the unions and employers organizations that are party to the bargaining council agreements, whether there are any problems that hinder the effectiveness of bargaining councils in dispute resolution in the private sector. It has been concluded in the study that there are a number of problems that can cause bargaining councils not to exercise dispute resolution function effectively. It has been established that only few bargaining councils receive a high number of disputes referred. Bargaining councils are quicker in handling disputes than the CCMA, however, most bargaining councils receive a small number of disputes. Bargaining councils also complain about insufficient funds in handling dispute resolution function. They complain that the subsidy they receive from the CCMA is not enough for this function. Small bargaining councils are the most suffering because of low numbers of referrals. It has also been established that bargaining councils pay their panelists very high rates. The non-accredited bargaining councils are rejected when applying for accreditation because of not meeting the required criteria. Employers are negative about belonging to bargaining councils because they feel it is costly. Some employers who belong to bargaining councils are also reluctant to contribute to established council's fund.

Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: One of the transformations that occurred in post-apartheid South Africa was the overhaul of labour legislation. The Labour Relations Act, 1995, the most pivotal product of the exercise, enacted the Commission for Conciliation, Mediation and Arbitration (CCMA) as a statutory labour dispute resolution institution. Given the failures of the previous dispute resolution system, the creators of the CCMA meant it to provide efficient, accessible and quality dispute resolution structured around conciliation and arbitration. The CCMA came into being in November 1996. The question that arises is: is the CCMA delivering efficient, accessible and quality dispute resolution? This research attempts to answer this question. The literature review indicates that, in terms of efficiency, the CCMA underperformed in the early years, from its inception to the year ended 2004. Improvements started trickling in after 2004. The literature review portrays a positive picture of accessibility: that the CCMA is accessible to its users. As for the quality of dispute resolution, the literature review paints a negative picture: that the CCMA does not provide a quality dispute resolution service. The researcher collected secondary data from the CCMA and primary data from parties to dispute resolution at the Cape Town Office of the CCMA, using a self-developed questionnaire. The data was analysed using Statistica version 9. The results show that the CCMA continues to grow and build on its previous efficiency successes: the CCMA concludes conciliations and arbitrations within the statutory time limits of 30 days and 60 days respectively. The results also show that the CCMA is accessible: the respondents found the process of referral and the actual processes of conciliation and arbitration informal. The results also show that the CCMA provides quality dispute resolution. All the respondents ranked the quality of conciliations and arbitrations positively. The results for efficiency and accessibility support the literature review. The results for quality of dispute resolution contradict the literature review. Based on these findings, insightful conclusions are drawn and recommendations are made, to both the CCMA and for future research. / AFRIKAANSE OPSOMMING: Die hersiening van arbeidswetgewing was een van die transformasies wat plaasgevind het in post-apartheid Suid-Afrika. Die mees uitstaande produk van hierdie oefening, naamlik die nuwe Wet op Arbeidsverhoudinge, 1995, het die Kommissie vir Versoening, Bemiddeling en Arbitrasie (KVBA) daargestel as 'n instelling vir statutêre geskilbeslegting. Gesien teen die agtergrond van die mislukkings van die vorige geskilbeslegtingstelsel het die skeppers van die KVBA probeer om effektiewe, toeganklike en kwaliteit geskilbeslegting met betrekking tot versoenings en arbitrasies te skep. Die KVBA het in November 1996 tot stand gekom en funksioneer vir die afgelope 13 jaar. Die literatuurstudie toon aan dat, in terme van effektiwiteit, die KVBA onderpresteer het vanaf sy ontstaan tot en met 2004. Ná 2004 het verbeteringe drupsgewys ingetree. Die literatuurstudie skets 'n negatiewe beeld met verwysing na die gehalte van geskilbeslegting: die KVBA verskaf nie 'n geskilbeslegting diens van gehalte nie. Die navorsing het sekondêre data vanaf die KVBA en primêre data van die partye betrokke by geskilbeslegting in die Kaapstad-kantoor van die KVBA ingesamel deur van 'n selfontwikkelde vraelys gebruik te maak. Die resultate toon dat die KVBA voortgaan om te groei en te bou op vorige suksesse ten opsigte van effektiwiteit: die KVBA handel versoenings en arbitrasies binne die statutêre tydsbepalings van 30 en 60 dae onderskeidelik af. Die resultate toon ook dat die KVBA toeganklik is: die respondente het die proses van arbitrasie as informeel ervaar. Die resultate toon ook dat die KVBA 'n kwaliteit geskilbeslegtingsfunksie verskaf. Alle respondente het die gehalte van versoenings positief beoordeel. Die resultate ten opsigte van effektiwiteit en toeganklikheid ondersteun die literatuurstudie. Die resultate ten opsigte van die gehalte van die geskilbeslegtingsfunksie is strydig met die literatuurstudie. Voortvloeiend uit hierdie bevindinge, word tot insiggewende gevolgtrekkings gekom en aanbevelings word gemaak vir gebruik deur die KVBA, asook vir toekomstige navorsing.