This thesis examines on a conceptual level whether, in Canada, government induced centralization of the bargaining structure is apt to contribute to a stabilization of industrial relations measured in terms of a reduction in strike/lockout frequency. A micro-model of strike causation, viewing the outbreak of industrial action as the result of a deliberate gamble of the bargaining parties, forms the core of the conceptual framework developed in this paper. According to this model centralization lowers strike/lockout frequency if it (1) raises the relative costs of industrial action (2) induces the bargaining parties to integrate macro-goals into their goal portfolio (3) modifies collectivity internal interest aggregation in favor of its moderate segments and (4) successfully internalizes intra-group conflict. On the basis of theoretical considerations and existing evidence, the paper then seeks to establish whether centralization can be expected to fulfill these conditions. The study suggests that the impact of centralization upon vertical interest aggregation takes the desired direction. Because of the design of the analysis a general prediction of the effect of centralization upon horizontal interest aggregation can not be made. The relative costs of industrial action in the 'average bargaining unit' are diagnosed to remain unaffected by centralization. While centralization of the bargaining structure appears to be a necessary condition for unions and employers to integrate macro-goals into their goal portfolio, the analysis can not show that it is a sufficient condition. Finally, contingent on the readiness of the government to actively back the rule of the majority, centralization is expected to internalize intra-group conflict successfully. / Arts, Faculty of / Political Science, Department of / Graduate

Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.

Depuis 1982, la négociation collective d’entreprise s’est fortement développée. La conclusion de conventions et accords adaptant les normes issues de niveaux supérieurs revêt une importance croissante. En atteste le rapport remis en septembre 2015 par le président de la section sociale du Conseil d’Etat au Premier ministre dont certaines propositions vont faire l’objet d’une rapide inscription dans la loi. Son objectif est de redynamiser la négociation collective et de permettre à ses acteurs de s’y investir davantage. Le rôle particulier ainsi confié à la négociation collective d’entreprise tient à la proximité qu’entretiennent les créateurs de la norme avec son application. Le cadre dans lequel ce régime a vocation à déployer ses effets n’est pas intangible. Sous un même vocable sont désignés plusieurs périmètres imbriqués au sein desquels différentes communautés de travail peuvent être identifiées. Toutes ne peuvent être un lieu de négociation. Celle-ci est parfois guidée par l’Etat qui "instrumentalise" les partenaires sociaux dans une logique d’action publique par l’intermédiaire d’incitations à traiter de certains thèmes, voire d’obligations. Outil des politiques publiques, la négociation collective d’entreprise est le creuset d’un intérêt, celui d'une communauté de travail, qui se révèle dans un cadre qui doit être déterminé. Cette identification permet aux parties de s’engager dans un processus d’élaboration de la convention ou de l’accord collectif adapté à la situation de l’entreprise dans laquelle le contrat d’entreprise a vocation à s’appliquer. / Since 1982, company collective bargaining has actively been developed. Concluding collective bargaining agreements and collective agreements adapting higher ranking regulations has become increasingly important, as illustrated by an impending bill of law based on a report written in September 2015 by the President of the Labor Law section of the Conseil d'Etat, and delivered to the Prime Minister. It aims at reinvigorateing company collective bargaining and allowing for an increased implication of the interested parties. Collective bargaining has a noteworthy role since the authors of the regulations are in direct contact with the implementation of the law. The outcome of this technique cannot be materialized within an intangible framework. Several notions are designated under a single denomination. Different working groups can be identified within each notion. Some of these groups cannot be considered as a proper forum for negotiating. Negotiation is sometimes guided by the State that tends to "intrumentalize"social partners to further some State policies. It achieves that through an encouragement or even an obligation to treat certain issues. As a tool used for implementing State policies, collective bargaining has been the breeding ground for the identification of common interests of working communities, that come to light whitin a framework that needs to be identified. This identification enables the parties to start the process of a collective bargaining fitting the company's situation within which the business contract applies.