Thesis (Ph. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 152-160). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 152-160). Also available on the Internet.

published_or_final_version / Public Administration / Master / Master of Public Administration

The topic of this dissertation is the fact-finding stage of Oregon's public sector impasse resolution procedure. The use of fact-finding has dramatically increased because of the recent and rapid growth in public sector collective bargaining, and the resulting increase in public sector strikes. Beginning in 1962 with John F. Kennedy's Executive Order 10988, a series of federal and state laws were passed granting and expanding collective bargaining rights to public employees. Many of the state laws resemble the private sector model provided under the Labor Management Relations Act of 1947 (Taft-Hartley); however, the use of the strike as a weapon to enforce bargaining in good faith and resolution of conflict has been limited for public employees because of the potential threat of disruption of public services and interference with the sovereignty of the government. Such anti-strike legislation, however, has not prevented public employee strikes. The purpose of this study is to analyze the purpose, nature, and effectiveness of Oregon's fact-finding phase of impasse resolution. Because of the impact the home rule issue has had on the use of Oregon's impasse procedures, this study will focus on those sectors where use of fact-finding has been extensive, consistent and unaffected by the home rule issue. This analysis of fact-finding represents the first comprehensive and systematic assessment of the impasse procedure to be undertaken in the state since the 1973 law was passed. Such analysis will identify the significant variables in the efficacy of fact-finding and will bring together practitioners' views on the viability of the process. This latter dimension is critical in that the opinions of these participants in the labor relations field will likely affect and shape future legislation on fact-finding.

published_or_final_version / Public Administration / Master / Master of Social Sciences

published_or_final_version / Public Administration / Master / Master of Social Sciences

published_or_final_version / Public Administration / Master / Master of Social Sciences

Public sector management has, through the years, been characterised by a hierarchical system whereby red tape and bureaucracy were the order of the day. Towards the latter part of the apartheid era, management had complete autonomy in the functioning of the human resource management, financial management, operations and so on, of government organisations. Top management, and to a large extent middle management, in most governmental departments comprised predominantly people classified as White. With the launch of the New Democratic Government in 1994, new legislation in the form of the Labour Relations Act of 1995, the Basic Conditions of Employment Act of 1997 and the Employment Equity Act 55 of 1998, was instituted. This transformation heralded an about-turn and rethink by government about policies and strategies governing employees and the workplace; for example, the Labour Relations Act of 1995 restricts the concept of unfair labour practices by employers. The employee’s interest was considered in the new legislation, and is currently part of employee wellbeing programmes initiated by government and incorporated into work schedules. In addition, government has launched strategies such as “Batho Pele” (put people first) and “a home for all” (a Western Cape Provincial Government initiative to improve the image of government) to improve service delivery to communities. The above-mentioned political and legislative changes increasingly required a shift from an autocratic to a team-orientated leadership style and from an exclusively task-orientated to a people-orientated organisational culture. The study explored whether management styles, organisational culture, job satisfaction and job performance have changed in the Provincial Government Western Cape (PGWC) after the advent of democracy in South Africa in 1994. The specific research questions that were pursued included (i) has there been a shift from autocratic to a team-orientated management style in the PGWC?, (ii) has there been a shift from a task-orientated to a people-orientated v organisational culture in the PGWC?, (iii) what were the levels of job satisfaction among the employees, and (iv) how did these changes (if any) in organisational culture, management styles and job satisfaction impact the perceived job performance of these employees. The sample consisted of 100 managers selected from various departments in the PGWC. The empirical results indicated that there has been a shift to a team-orientated management style; that there has not been a shift from a task-orientated to a people-orientated organisational culture; that the perceived levels of job satisfaction and job performance levels are high; and that job satisfaction, especially as it relates to a challenging job content and job fit (in terms of personality, ability and skills), was the main determinant of the perceived job performance of the managers in the PGWC. The managerial implications of these empirical results are discussed and recommendations are proposed on the grounds of these discussions.

Ascending into the executive level of an organization can be considered a crowning achievement in one’s profession. It is usually a position in which those most qualified could ultimately arrive. Yet, some organizations, particularly within the U.S. federal government, claim that coveted executive positions are remaining vacant or are not being filled as readily as has traditionally occurred. Even with programs available for a person to become more qualified for advancement, the positions remain unfilled. The level at which employees traditionally qualify for executive positions is the level at which fewer seem to be applying for those positions. In other words, it appears that potential executive candidates are refusing to advance into executive vacancies, which is often referred to as the progression paradox. An organization unable to promote employee advancement into executive vacancies could potentially inhibit its own progression.The ideas of position qualification and position refusal are two concepts that have not been studied collectively nor received the level of scrutiny that is perhaps needed to answer the fundamental question: Why are gaps in executive-level positions not being filled as expected? Therefore, the researcher utilized grounded-theory analysis to develop a theory into whether adequately defined capabilities freely and clearly enable employee advancement into executive leadership levels. This study delved into the literature and reviewed several inquiries made into the personal perspectives of employees at various levels throughout a Department of Defense agency regarding constructs that could affect ascension into executive leadership ranks. The researcher then built on the findings from these inquiries to create a model of alignment with an organization’s core purpose. Essentially, this research offers an increased understanding into the mask of ambiguity that inhibits progression and identifies the elements needed to assist qualified employees who are refusing to advance into executive vacancies.

The study was an investigation into the motives, policies and practices of the Virginia Governmental Employees Association and the motivations, needs and desires of its membership. This was undertaken to determine the major forces which have prevented change in the operating practices or structure of the association. The research questions examined factors unique to the VGEA: the climate for public sector unionism in the state, the membership's needs and desires, and the practices and policies set forth by the VGEA. These areas represent the external environment, the perceptions of the membership, and the internal environment of the VGEA. A random sampling of the membership by survey was conducted to investigate the factors. Internal documents of the association were scrutinized in order to determine the factors that were specific to the association. Both qualitative and quantitative data was incorporated in the analysis. The study utilized empirical research into unions and associations, a descriptive study of the VGEA itself, and an analysis of the membership's responses to the survey instrument. The analysis concludes by identifying those factors most prevalent in preventing the association from becoming a union. The lack of collective bargaining, the prohibition of striking and right-to-work laws are major factors in the external environment. Internally, the past practices of the association, its reliance upon lobbying and its lack of political action all prevent change from occurring. The membership is not reflective of state employees overall, and the association continues to work only for the needs of its membership. / Master of Science