Abstract
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.