D.Com. (Industrial Relations) / This study contains the results of an investigation that was undertaken to determine managers' perceptions with respect to readiness for productivity bargaining. In the chapters dealing with the theoretical aspects, the author has defined productivity, analysed the factors that have an impact upon productivity and discussed the relationship between productivity, collective bargaining and worker participation. Remuneration systems, performance and productivity improvement were also discussed. A critical evaluation of productivity bargaining in practice was done in order to illustrate the abovementioned theoretical concepts from a practical viewpoint. A conceptual model of organisational change factors which determine the readiness for productivity bargaining and a questionnaire which was derived from it, was developed and provided the basis for the empirical research. Using the questionnaire and statistical analysis, the perceptions of management at different levels of seniority and who negotiate with trade unions on a decentralised or centralised basis within different industries in the PWV-geographical area, were tested in order to determine whether there are significant differences regarding readiness for productivity bargaining. The questionnaire addressed the following main dimensions: worker participation, productivity awareness and productivity bargaining and management behavior and values within the bargaining relationship. Three hypotheses were formulated and tested statistically. Firstly, the hypothesis was stated that there are significant differences between the perceptions of management at different levels of seniority regarding readiness for productivity bargaining. They would perceive readiness for productivity bargaining differently since it is expected that they would be at different levels of readiness for this form of collective bargaining. In order to ascertain whether the hypotheses are valid or not, a questionnaire was completed by 15 executive managers, 61 senior managers and 79 middle managers. The questionnaire was constructed using seven-point interval scales where the respondent could indicate one as extreme~y negative and seven as extremely positive in response to each item. Responses were grouped per management category in order to test the perceptions of managers at different levels of seniority regarding readiness for productivity bargaining. Use was made of a MANOVA, an ANOVA and a one-way F-test (Scheff~) and no significant differences were found between the perceptions of managers at different levels of seniority regarding readiness for productivity bargaining. The second hypothesis was formulated and stated that there are significant differences between the perceptions of managers regarding readiness for productivity bargaining in organisations with decentralised and centralised bargaining forums. The author suspected that the degree of centralisation or decentralisation of the bargaining process could have an influence on readiness for productivity bargaining. In order to determine whether the hypothesis (as stated) was correct, all responses in the two bargaining categories were compared with each other. The results were tested using the Hotelling T2 test and the author confirmed empirically that there are no significant differences between the perceptions of management which make use of different (centralised versus decentralised) bargaining forums. Thirdly the hypothesis was stated that there are significant differences between the perceptions of management regarding readiness for productivity bargaining in different industries. It was expected that industries would differ in terms of managers' perceptions of· the abovementioned aspect, but there was uncertainty as to whether these differences would be significant regarding productivity bargaining. Using a MANOVA, an ANOVA and a one-way F-test (Scheff~) it was determined that there are significant differences between the perceptions of ~anagement in different industries regarding readiness for productivity bargaining. Qualitative data which was obtained from Human Resources Managers, trade union representatives, academics/consultants and other authorities on the subject during a series of personal interviews conducted during the Pilot-study, was confirmed by the abovementioned empirical findings. The general conclusion is that there is not a readiness for productivity bargaining amongst managers in the PWV-geographical area. In order to develop this readiness, several actions are required as part of an integrated productivity strategy. Specific actions include a self-audit during which managers evaluate the present and desired levels of worker participation, productivity awareness and -bargaining and their own behaviour and values within the bargaining relationship. These recommendations are discussed in detail in the last chapter. A chapter was dedicated to the formulation of guidelines for management and organised labour regarding productivity.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:11158 |
| Date | 21 May 2014 |
| Creators | Myburgh, Dean Jacques |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Johannesburg |
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