A dissertation submitted to the Faculty of Arts, University of tho Witwatersrand, Johannesburg, for the Degree of Mastel' of Arts. Johannesburg 1991 / The industrial supervisor is the classical example of the person in the middle or the 'marginal person' Placed between management and the workforce, supervisors encounter conflicting expectations and demands. For the black supervisor in South African industry, these problems are exacerbated, typically having been promoted from the ranks and operating at an essentially white management, black workforce interface. Previous researchers have discussed the dysfunctional consequences faced by these people and, further, have alluded to the possible relationship between this and supervisors' dual loyaltles. This research examines the marginality of black supervisors and how this relates to their possible dual commitment. Towards this end, a psychometrically sound measure of psychological marginality was constructed, following which an empirical investigation was undertaken to investigate the relationship between black supervisors' psychological marginality and their dual allegiances. Factor analytical techniques revealed that black supervisor's marginality comprises two variables; namely, management marginality and worker marginality. The relationships between both marginality variables and levels of organisational commitment, union commitment and dual commitment were not significant. This suggests that the management and worker marginality experienced among black supervisors is not related to dual commitment, unilateral commitment and alienation. Implications of these findings for theory and practice are discussed and directions for future research provided. The primary shortcoming of the study was small sample sizes as a result of the sensitive nature of the subject. However, this was mediated by the rigorous methodology adopted throughout.

It has been twenty years since F W De Klerk unbanned the African National Congress. This momentous occasion changed overnight the business landscape in South Africa and the way business were done for many decades. Before and after this crucial moment in South African history, leaders played a significant role in bringing change about as well as managing it. Whether hierarchical or non-hierarchical, leadership manifests itself through all spheres of civilisation. Within any collective, formal as well as informal leadership are always at work and within the environment there always seems to be an individual that appears to hold equal or more influence and sway over the collective. This research investigates the characteristics and role of this individual, the informal leader. In addition, against the melting pot of the diversity of culture, social structures, economics, and demographics in South Africa, the influence of culture on how leadership is being perceived and experienced is also researched. The research is grounded in a post-positivists approach and conducted within a constructivist-interpretative paradigm. A qualitative approach is followed with personal interviews as the method to collect the data from respondents. The interview protocol consists of a combination of questions containing questions of both a quantitative and qualitative nature. Questions of a qualitative nature were open-ended and of an in-depth nature. The research is two pronged. The focus of the research is an Original Equipment Manufacturer (OEM) in the South African Motor Industry and for the primary goal of the research data was collected from employees within work groups of the OEM. The primary research goal investigates the role and characteristics of informal leaders in work groups as seen and experienced by their fellow employees and if there is any congruence with that of the role and characteristics of formal leaders. The study found no fundamental differences between the characteristics and role of formal and informal leaders. The characteristics and role of leaders between different cultures also appear to be the same. For the secondary research goal – determining whether the role and characteristics of informal leaders in work groups could be underpinned in the principles of Ubuntu and if consideration should be given to any cultural differences between leaders and followers by organisational hierarchies – the literature was reviewed in order to reach a conclusion with regards this goal. The literature indicates that culture does affect leadership, especially on how the leadership is executed and experienced in a multicultural society and if ignored, will have a detrimental effect on effective leadership. In order to strive towards achieving maximum productivity, it is imperative that management in South African organisations be aware of the changed dynamic within their organisations as well as on the global stage. The research therefore ends with the practical implications of informal leaders for organisations in South Africa. It is recommended that the importance and contribution of informal leaders within work groups in a multi-culture organisation needs not only to be considered as an element of group leadership, but should be accommodated by the organisation. It is also recommended that organisations recognise the cultural differences between leaders and followers in organisations and the possible consequences if ignored. If the competitive pressures and requirements of globalisation are ignored against the background of Afrocentric expectations and motivational imperatives of the South African workforce, it will result in an ineffective workforce, which will in due course render these organisations uncompetitive and non-sustainable locally and globally.

Bibliography: leaves 123-136. / Recognition of the need to develop black employees' interpersonal skills in order that they cope with the demands of the western business environment formed the backdrop to this study. The use of currently available self-report measures of assertiveness to assess behaviour change was questioned in terms of their psychometric properties and relevance to the black employee working in South African organisations. The aim of this study, therefore, was to develop a self-report instrument to measure assertiveness of black employees in work organisations. Another objective was the assessment of criterion-related validity. Information gathered from 12 in-depth interviews was used in the writing of new items and assisted in the modification of items from available self-report assertiveness measures. A preliminary questionnaire, consisting of 55 items was subsequently developed. After a number of changes, the questionnaire, consisting of a four-point Likert scale, was distributed to 80 potential respondents for the pilot study. A response rate of 37.5% enabled the analysis of 30 pilot study questionnaires. After further changes, 450 questionnaires were distributed through training and personnel managers from 10 major South African organisations sampling both the commercial and manufacturing business sectors. A response rate of 57% (240 questionnaires) allowed for the analysis of 234 usable questionnaires. The statistical analysis of responses was done by using both item and factor analytic techniques. After two phases of analysis a 20 item instrument with a three factor structure emerged. The first factor was labelled "anxiety behaviour in interpersonal situations", the second, "collaborative and complimentary behaviour", and the third factor "confronting behaviour". A sub-sample (n = 48) of peer-and self-ratings were correlated for each of the three factors to establish criterion-related validity. Results of this study supported the multidimensional and situation specific nature of the assertiveness construct. The value of developing measuring instruments suited to local conditions was also emphasised. However, the inadequate construct validity and reliability of the instrument indicates the need for further research before - application of the measure in decision making regarding the assertive behaviour of black employees.

LL.M. / Please refer to full text to view abstract

M.A. (Economics) / The aim of this dissertation is to analyze industrial market demand in order to allow the management of Truck Services (Southern-Transvaal) to allocate cost and production efficiently and effectively. The implementation of a market driven capacity will ensure increased profit margins with expanded market shares. This is vital in an extremely competitive transport market ...

M.Com. (Industrial Psychology) / Please refer to full text to view abstract

Using Schein's (1992) notion of organisational culture, this study explored the position of a South African nongovernmental organisation (NGO) in the changing environment of post-apartheid South Africa. The study pursued three central goals: to describe the organisational culture of a South African NGO; to examine the tensions that have emerged owing to the changing nature of the organisational culture; and to analyze the organisational culture in relation to the changing NGO environment. The basic assumptions of the organisation regarding networking, the relationship with the government, funders and funding, leadership, human resource development, and service delivery, were collected. A single case study design was employed, with a sample of eight participants (representing the four different sections of the NGO) being drawn. Data were collected through documentary analysis, a focus group, and eight individual interviews using the critical incident technique. Analysis was performed using various qualitative data analysis techniques. The researcher found that participants considered networking, a cooperative relationship with the government, a proactive approach to obtaining funding, effective leadership and human resource development, and a good reputation for service delivery, to be essential for NGO survival. NGO basic assumptions are undergoing a transformation process, and tensions exist between long-standing and emerging assumptions. It was found that the transformation of assumptions is enabling the NGO to adapt to the challenges of the changing environment.

The Labour Relations Act 66 of 1995 in section 145 and the Arbitration Act 42 of 1965 in section 33 uses wording very similar to one another to specifically enable the labour court to review CCMA and private arbitration awards respectively. As a result, labour arbitration award reviews are regarded as part of the family of special statutory reviews; the implication of such a classification being that the situation specific statutory provision(s) and the jurisprudential principles developed thereunder are applicable rather than those applicable to reviews in general. When the common purpose of the review procedure is then read with the legislature’s objective of quickly and finally resolving labour disputes at arbitration level as well as the limited grounds for review as provided for in the LRA and the AA, indications are that the labour courts’ review powers should be restrictively interpreted. However, because the making of CCMA arbitration awards also constitutes administrative action, the review thereof is also influenced by the constitutional right to just administrative action and reasonableness in particular. This does however not mean that applicants on review can rely directly on section 33 of the Final Constitution or on the broader grounds of section 6 of the PAJA to review CCMA arbitration awards on the basis of unreasonableness. Section 145 of the LRA constitutes administrative action legislation within the specialised labour law sphere and reasonableness is not a ground mentioned therein. A constitutionally consistent interpretation of section 145 however has the effect that reasonableness suffuses the statutory defined grounds for review; a state of affairs that does not threaten the restrictive scope of CCMA arbitration award reviews. In terms thereof, courts on review must establish whether the decision, alleged to have been reached by the commissioner as a result of the occurrence of one or more of the section 145 grounds for review, is one that a reasonable decision-maker could not reach. This interpretation accords far better with the legislature’s specific objectives pertaining to labour arbitration award reviews and the permissible range of reasonableness further ensures that awards are not easily interfered with on review. When a court is then called upon to determine whether or not a decision is reviewable in terms of section 145, it is entitled to have regard to both the award and the record of the proceedings. If, after such scrutiny, the court is of the opinion that the decision was arrived at as a result of the occurrence of a defect as contemplated by section 145 of the LRA, the decision should be reviewed and set aside irrespective of the fact that the outcome can be sustained by other reasons also identifiable from the record; the focus of review always being on the commissioner’s process of reasoning and the way in which he arrived at his findings rather than the outcome of the process. A court should however be mindful of the fact that erroneous reasons for findings per se are not reviewable grounds, but at best serve as evidence of a reviewable ground that will in conjunction with other considerations have to be sufficiently compelling to justify an inference that the decision is unreasonable. In the case of jurisdictional reviews, the reasonableness standard is also applicable because the focus is on the commissioner’s subjective reasons for his findings rather than the jurisdictional fact’s objective existence. A court on review can accordingly set aside a decision following upon the non-observance of a jurisdictional fact if the commissioner, in deciding that the jurisdictional fact existed, committed one or more of the section 145 grounds for review. In the case of private arbitration awards, applicants seeking a review must do so on the grounds recognised in section 33 of the AA and reasonableness is not one of them. This is however not the only reason why these awards are also not subject to the scrutiny of the reasonableness test on review. The other reason relates to the fact that the issuing of private arbitration awards does not constitute administrative action. The disputing parties can also not by agreement incorporate the reasonableness standard into private arbitration award reviews conducted by the labour court. Such parties are however entitled to establish a private appeal or private review body in their arbitration agreement, clothing it with the powers that they wish to confer upon it, including the ability to review an award subject to the reasonableness standard. / Abstract

M.A. (Labour Relations) / Never before has South Africa undergone as many changes as is currently the case. With the abolition of apartheid, the looming prospect of affirmative action legislation and the need to foster a positive economic growth rate, South African human resource managers are faced with unprecendented challenges. The biggest of these challenges is the effective management of human resources in a diverse organisational environment, which has, until recently focussed almost exclusively on the development of white employees. In order to increase the competitiveness of South African organisations and to generate income for the economy, human resource management policies and systems have to be adapted. These adaptions should focus on the needs of black employees, especially in the area of organisational culture, which was traditionally based exclusively on the values of white management. In view of the above it is the goal of this study to create a system of value management to integrate the traditional cultural values of employees with the core organisational values of a specific hotel complex. The study is a combined literature study and an empirical enquiry. In the empirical enquiry the core organisational values of the hotel complex are investigated, in support of the hypothesis that South African human resource management policies are not sufficiently cognisant of the traditional values of employees. Subjects such as the nature of traditional Batswana cultural values and a value management model for the integration of organisational and cultural values will furthermore be addressed in this study.

No abstract available. / Thesis (LL.M.)-University of Natal, Durban,1985.