It can be concluded that both sides
are aware of the consequences and impact of unsuccessful engagement. The absence of qualities such mutual interest, reciprocity of support, understanding, trust, communication, shared goals and shared values in the labour relationship will have negative consequences. The mere containment of conflict does not necessarily improve the relationship and more focus should be placed on the commonality of the relationship through cooperative and participatory processes.
Previous existence of conflict, even if it were resolved, leads to a heightened conflict potential and any agreements reached or promises made must be put into action as soon as possible. Communication and procedures need to be improved and all precautions to avoid similar incidents recurring should be made. A follow-up engagement session between employer and employee representatives may prove valuable.
Pre-existing conflict to be addressed
through industrial psychology intervention in terms developing training programmes focusing on effective communication, negotiation skills, interactive (interpersonal) skills conflict handling skills, labour relations procedures, and strike handling skills, shop steward functions and responsibilities and leadership skills.
Recommendations from the research In light of the responses by participants and the literature research the following recommendations are made:
46 Management Today | January 2012
• It is recommended that both parties fully assess the consequences of unsuccessful engagement and how these impacts on the existing labour relationship, as well as other consequences such as the extent to which other stakeholders are affected, the financial cost and so forth. This should be performed by an independent body to obtain an objective assessment.
• It is recommendation that the institution of the necessary ‘aftercare’ of strike action be implemented as the conflict that gave rise to a strike action is not necessarily resolved when the strike is resolved. • It is recommended that the presence and causes of conflict in the labour relationship must be identified in order to handle conflict successfully and that the existence of pre-existing conflict addressed through industrial psychology intervention. • It is recommended that any
agreements reached or promises made must be put into action as soon as possible in order to keep the momentum and avoid creating unnecessary disagreements and conflict. • It is recommend that communication and procedures need to be improved and all precautions to avoid similar incidents recurring should be made.
The private and public sector both experienced their fair share of industrial action over the last decade. Previous research shows that not only does it impact negatively on the labour relationship; it affects other stakeholders
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114