Showing items 1 - 6 of 6

Your selections:

High road or common neoliberal trajectory? Collective bargaining, wage share, and varieties of capitalism

  • Authors: Mpuku, Mutale Natasha Muchule
  • Date: 2022-10-14
  • Subjects: Collective bargaining , Globalization , Labor union members , Wages Statistics , Income distribution , Economic development , Neoliberalism , Capitalism
  • Language: English
  • Type: Academic theses , Master's theses , text
  • Identifier: http://hdl.handle.net/10962/357611 , vital:64760
  • Description: Wage shares have been falling since the 1980s across developing and developed countries. There has also been a downward trend with labour market institutions in these countries, with a few exceptions. This thesis analyzes these trends using firstly an extended literature review and secondly an econometrics analysis of a panel of 36 countries over 39 years. The extended literature review identified two broad competing narratives surrounding this topic: the mainstream and the alternative growth narratives. They both focus on two different growth regimes, the former, posits that growth is profit-led and the latter that growth is wage-led. Both are not ‘zero sum’ processes and seem to offer the same end result (growth and development). However, profit-led growth seems to have two problems. First, at least in the medium run, there is a trade-off between growth and income distribution. And secondly, profit-led growth is contradictory at the global level. Wage-led growth, which offers a ‘high road’ approach, seems far more appealing. Furthermore, several authors, including in South Africa, have claimed that regime-switching (to wage-led growth), is possible, and it seems that labour market institutions may play an important role in facilitating such a switch. However, the empirical literature, especially regarding middle- and low-income countries, is sparse and inconclusive. The panel data analysis provided by this thesis was not conclusive in establishing whether the wage-led, high road path is still viable for countries like South Africa. However, it did not find strong evidence of the contrary. The thesis concluded that there is scope for further research in this field and makes certain suggestions in this regard. , Thesis (MCom) -- Faculty of Commerce, Economics and Economic History, 2022
  • Full Text:
  • Date Issued: 2022-10-14

The substantive fairness of dismissal for operational requirements in the context of collective bargaining

  • Authors: Mtshemla, Ntokozo
  • Date: 2021-04
  • Subjects: Gqeberha (South Africa) , Eastern Cape (South Africa) , Collective bargaining
  • Language: English
  • Type: Master's theses , text
  • Identifier: http://hdl.handle.net/10948/51195 , vital:43222
  • Description: An employer may wish to change terms and conditions of employment in order to respond to the operational needs of a business. The definition of operational requirements is not limited to initiatives aimed at ensuring the survival of a business but include measures intended to improve its performance. Changes to terms and conditions of employment ordinarily locate themselves within the realm of interest disputes which are mainly resolved through the process of collective bargaining coupled with power play. This means that an employer may not dismiss employees within the context of collective bargaining as a way of compelling compliance with a demand in relation to matters of mutual interest. Section187(1)(c) of the LRA renders any dismissal automatically unfair if the reason for the dismissal is a refusal by employees to accept a demand in respect of any matter of mutual interest. The question that arises relates to the interpretation of this section and the impact thereof on the right of the employer to retrench as envisaged in section 188(1)(a)(ii) of the LRA. This reveals the intersection between collective bargaining and dismissals for operational requirements. In other words, changes to terms and conditions of employment equally influence the performance of the business thereby also fall within the definition of operational requirements. The question therefore is when do employers’ economic needs justify a dismissal of employees who rejects changes to terms and conditions of employment? Secondly, whether or not the relevant provisions, and the whole scheme of the LRA, require retrenchments to be the measure of last resort? These issues shall be explored in this treatise with reference to the relevant provisions of the LRA and relevant case law. , Thesis (LLM) -- Faculty of Law, Mercantile Law, 2021
  • Full Text: false
  • Date Issued: 2021-04

Trust building strategies to enhance collective bargaining processes in organisations

  • Authors: Ngalo, Osmond Tolo
  • Date: 2011
  • Subjects: Trust , Collective bargaining
  • Language: English
  • Type: Thesis , Doctoral , DTech
  • Identifier: vital:9398 , http://hdl.handle.net/10948/1312 , Trust , Collective bargaining
  • Description: The main research problem in this study was to identify what trust-building strategies can be utilised by organisations to enhance collective bargaining processes. To achieve this objective a theoretical Institutional Arrangements-Based Model of trust-building was conceptualised, developed and presented in Chapter 5. The presentation of this model was the culmination of the research design phases outlined below: -The first phase consisted of a literature survey undertaken to discover the nature and dynamics of the concept "trust". -The second phase consisted of surveying the literature attempting to understand the nature of the collective bargaining process, its elements and types and the environmental factors that tend to impinge on it. -The final phase of the literature survey focused on various trust-building strategies, theories and models that can be utilised by organisations to ii enhance collective bargaining processes. Trust is generally acknowledged as a necessary requirement for effective and successful workplace relationships. Because of this factor it is crucial that South African employer-employee relationships are improved in a conscious and sustainable way in order for our businesses to remain competitive in the face of global competition. With this reality in mind there is still much in the South African labour relations environment that fosters conflict. One of the primary factors that impinge on trust in employer-employee relations in South Africa is the previous government‘s divisive and racist apartheid policies. These policies have resulted in serious structural imbalances in the economy, the skewed distribution of wealth and the general scarcity of resources to address these attendant challenges. Finnemore and van Rensburg (2002, p. 36) surveys the current labour relations scenario and comments about the extent to which it has been severely affected by apartheid. Some of its appalling outcomes are: racial divisions between skilled and unskilled workers, apartheid wage gaps, poorly educated workers, dictatorial management styles and a lack of protection for the most vulnerable workers. As revealed in this research study there are still widely divergent views at the workplace regarding the nature and levels of trust that are prevalent. The overwhelming view, however, is that there is, generally, a lack of trust between managerial and employee collective bargaining teams. This lack of trust which is evident between employer and employee parties will tend to result in collective bargaining processes being embarked upon in a climate imbued with the negative spirit of distrust. The recommended Institutional Arrangements-Based Model of trust-building advocates for a process of trust-building prior to any collective bargaining initiatives. This process, as depicted in the elements of the recommended model, needs to begin with phases which will focus on frame-alignment and the identification of all sources of distrust between the parties. These prescribed sessions seek to culminate in a common understanding, between the contesting parties, of their real divergent issues and concerns as well as their existing commonalities. The next phases of the recommended model entail the parties, jointly, developing proposals and policies that in the short and long term will aim at the resolution of the identified sources of distrust and thereby reduce the psychological distance between them. The final phase of the model entails the implementation of joint problem–solving resolutions and the development of appropriate policies i.e. institutional arrangements, to deal with all conflict-prone areas of the business operations. Simultaneously, there needs to be continuous evaluation and monitoring of organisational trust and the "agreed to" trust-building strategies to ensure that distrust is reduced or eliminated in the long term, allowing the organisation and the individual employees to perform at their optimum in order to achieve their common goals.
  • Full Text:
  • Date Issued: 2011

The advantages and disadvantages of long-term collective bargaining within the Metal & Engineering Industry and Mining Industry

  • Authors: Labour Research Service (Cape Town, South Africa)
  • Date: 2002-11
  • Subjects: Collective bargaining , Labour unions
  • Language: English
  • Type: text , pamphlet
  • Identifier: http://hdl.handle.net/10962/111475 , vital:33465
  • Description: In 1924 the Industrial Conciliation Act was passed setting up a system of centralised collective bargaining for white workers. Black employees were excluded from this legislation. The Act allowed for the establishment of industrial councils that set wages and conditions of sendee for white workers. The 1970’s was marked by a rapid increase in the number of black workers especially in the manufacturing industries. This led to the rise in militant black trade unions fighting against low wages and poor working conditions of black employees. The state then passed the Black Labour Relations Act of 1973 through which liaison and works committees were set up at plant level. These committees were however, rejected by black trade unions as they did not ensure any improvements in the working conditions of black workers. As the militancy of black trade unions began to grow, a new Industrial Conciliation Act was legislated in 1979 that included all black workers (although migrant workers were initially excluded). The Act allowed for the registration of black unions and participation in centralised bargaining within the industrial councils. The new law still did not protect the rights of black workers and the trade unions instead adopted a strategy of strengthening plant level negotiations as opposed to centralised bargaining. In the late 1980’s as the trade unions strengthened their power base on the shopfloor, they once again changed their strategy and opted for industry wide collective bargaining. This move came about as trade unions realised the potential of industry wide industrial action to ensure improved wages and working conditions of black workers. This move also allowed for the bargaining of non-wage benefits such as maternity benefits, provident funds, health and safety issues, etc. Employers were now opposed to centralised bargaining and reintroduced plant level negotiations by closing several key industrial councils. The 1990’s was characterised by increased pressure from trade unions to legislate centralised bargaining. The Labour Relations Act (LRA) of 1995 was enacted to allow for the establishment of bargaining councils, which replaced industrial councils. However, the LRA only facilitates and promotes centralised bargaining but does not make it compulsory. With the push for increased centralised bargaining came the expansion of the bargaining agenda to include industry' and sector policies, workplace and sector restructuring. HIV/AIDS policies, employment equity, skills training, etc. Employers then began to argue for the introduction of multi-year agreements so that sufficient time could be given to incorporate not only'wage issues but also other socio-economic concerns raised by workers. With the onset of globalisation came the pressures towards increased international competition, restructuring of workplaces, retrenchments, casualisation, privatisation, etc. Collective bargaining is thus being conducted under difficult economic pressures as workers lose their jobs and inflation rates are escalating. Within this climate employers are set to push for the reintroduction of enterprise level bargaining especially in sectors where trade union militancy is strongest. International trends show an increase in - enterprise level bargaining where individual contracts are negotiated. In addition, where centralised bargaining is set to continue, employers will fight to introduce multi-year agreements to allow for more time to phase in non-wage socio-economic demands placed on the negotiating table by workers.
  • Full Text:
  • Date Issued: 2002-11

Transport and General Workers Union: Newsletter April, 1988

Transport and General Workers Union: Newsletter January, 1988

  • 1
  • Disclaimer
  • Privacy
  • Copyright
  • Contact