scholarly journals Perception of collective bargaining and satisfaction with collective bargaining on employees’ job performance

2017 ◽  
Vol 14 (2) ◽  
pp. 296-301
Author(s):  
Sunday Samson Babalola ◽  
Ajibola Abdulrahamon Ishola
Keyword(s):  
Public Sector ◽  
Collective Bargaining ◽  
Job Performance ◽  
Industrial Relations ◽  
Bargaining Process ◽  
The Public ◽  
Educational Qualification ◽  
Incremental Change ◽  
Public Sector Organizations ◽  
Structured Questionnaire

This study explores the influence of collective bargaining and satisfaction with bargaining on employees’ job performance. A structured questionnaire was distributed to selected sample of 181 unionized employees in the public sector organizations. The results revealed two models, with the first model indicating that satisfaction with collective bargaining (β = .56, p < 0.01) was a significant direct predictor of job performance among employees. The second model showed 35% incremental change in employees’ job performance. This indicated that age (β = .27, p < .01), and educational qualification (β = .58, p < .01) were significant independent predictors of employees job performance. This study showed that collective bargaining process is very critical in determining organizational industrial relations which in turn help to improve job related outcome such as employees’ job performance

scholarly journals A Study on Labour Welfare Practices in Karnataka Soaps and Detergents Ltd, Bengaluru

2021 ◽  
Vol 9 (1) ◽  
pp. 38-46
Author(s):  
K B Ravindra
Keyword(s):  
Public Sector ◽  
Social Security ◽  
Industrial Relations ◽  
Well Being ◽  
Primary Data ◽  
The Public ◽  
Economy Globalization ◽  
Social Security Benefits ◽  
Structured Questionnaire

The importance of Labour Welfare in Industrialisation and Economic Development has been recognized globally. It is an important dimension in Industrial Relations, which includes overall welfare facilities designed to take care of well being of Employees and Workers. During the 1990s, the measures of economic reforms introduced in the country have given rise to a wave of rapid and radical changes in the structure and working of our economy. Globalization, Liberalisation, Privatisation, etc. have completely changed the functioning of the Indian Economy and forced the employees, workers, and their organizations to adapt and adjust by reorienting their ways to survive and thrive amidst the forces of change and competition. The aspect of Labour Welfare and Social Security has tremendous significance in the Public Sector, Private Sector and Multinational Organisations. It is firmly believed that money and environment given to employees is a long term investment and will never go waste. Against this backdrop, a detailed study has been conducted at Karnataka Soaps and Detergents Ltd, Bengaluru, a Public Sector Organisation. Primary data collected through a Structured Questionnaire from 100 respondents covering all levels and departments has revealed that most of the Labour Welfare and Social Security provisions are being satisfactorily provided by the company to its employees and workers. It is suggested that the company carefully look into those areas where employees/workers have expressed dissatisfaction. The article concludes by stating that if an organisation provides good welfare and social security benefits, then it will be able to procure and develop a unique pool of people who can continuously take the organization to new levels of growth and sustainability.

COLLECTIVE BARGAINING DYNAMICS IN THE NIGERIAN PUBLIC AND PRIVATE SECTORS

2011 ◽  
Vol 01 (05) ◽  
pp. 63-70
Author(s):  
Anyim C. Francis ◽  
Elegbede Tunde ◽  
Mariam A. ◽  
Gbajumo Sheriff
Keyword(s):  
Public Sector ◽  
Collective Bargaining ◽  
Private Sector ◽  
Industrial Relations ◽  
The State ◽  
Wage Determination ◽  
Federal State ◽  
Freedom Of Association ◽  
Public And Private ◽  
The Public

The objective of this paper is to examine the dynamics of collective bargaining machinery in both the public and private sectors in Nigeria; with a view to bringing to the fore the peculiarities associated with both sectors with regard to the practice of bargaining. To achieve this objective, the paper adopts a theoretical approach. The author observes that the practice of industrial relations as a discipline and that of collective bargaining in particular emanated from the private sector the world over. Thus, much of the practices of public sector collective bargaining are modelled after the private sector collective bargaining. However, in Nigeria, the obverse is the case as collective bargaining gained its root in the public sector owing to the near absence of private sector at the turn of the century. However, in Nigeria, the public sector pays lip-service to the collective bargaining machinery. Governments at all levels (Federal, State and Local) have continued to set aside collective bargaining and to give wage awards to score political points in spite of its commitment to the ILO Convention 98 to freely bargain with workers. The State or the government in the course of regulating wages and employment terms and conditions revert to the use of wage commissions. Thus, wage determination is by fiat. This preference for wage commissions can at best be regarded as a unilateral system as collective bargaining is relegated to the background.Wage tribunals or commissions offer little opportunity for workers’ contribution in the determination of terms and conditions of employment and can hardly be viewed as bilateral or tripartite. Thus, the State preference for wage commissions is anti-collective bargaining. In spite of Nigeria’s commitment to Conventions of the ILO with particular reference to such Conventions as 87 of 1948 and 98 of 1949 which provide for freedom of association and the right of workers to organize and bargain collectively. Thus, the use of wage commissions is antithetical to collective bargaining.

An Interorganizational Analysis of Power, Conflict, and Settlements in Public Sector Collective Bargaining

1976 ◽  
Vol 70 (4) ◽  
pp. 1185-1201 ◽  
Author(s):  
James L. Perry ◽  
Charles H. Levine
Keyword(s):  
New York ◽  
New York City ◽  
Public Sector ◽  
Collective Bargaining ◽  
Bargaining Process ◽  
Theoretical Concepts ◽  
The Public ◽  
Joint Decisions ◽  
Relative Dependence ◽  
The Relationship

Despite increased interest in public sector collective bargaining, a survey of recent attempts to build theory about the dynamics and outcomes of union-management negotiations in public organizations reveals that little progress has been made. One approach that appears fruitful is interorganizational analysis. In an interorganizational context, organizations interact with other autonomous organizations to make joint decisions that have implications for both parties and for the larger system. This study focuses on five interorganizational variables that are useful for understanding the collective bargaining process in the public sector: (1) goal divergence; (2) stability of the relationship; (3) organizational dependence; (4) conflictual behavior; (5) contractual change.From these theoretical concepts, five propositions are derived which serve as the basis for the research hypotheses. The hypotheses were tested on a sample of 60 cases drawn from a population of 535 collective bargaining negotiations in New York City from 1968 through 1972. The test of the research hypotheses resulted in these conclusions: (1) a substantial amount of the conflictual behavior in public sector collective bargaining is explained by goal divergence, stability of the relationship, and asymmetry of relative dependence favoring one of the organizations; and (2) contractual change is explained by goal divergence, conflictual behavior, and asymmetry of relative dependence favoring one of the organizations.

Up the Garden Path? Enterprise Bargaining and Decentralization in the NSW Public Sector

1995 ◽  
Vol 37 (2) ◽  
pp. 203-217 ◽  
Author(s):  
Michael O'Donnell
Keyword(s):  
Public Sector ◽  
New South ◽  
Industrial Relations ◽  
New South Wales ◽  
Green Paper ◽  
Garden Path ◽  
Reform Agenda ◽  
The Public ◽  
South Wales ◽  
The Impact

Decentralizing industrial relations within New South Wales is a central recom mendation of the Niland Green Paper (1989). Decentralism also represents the cornerstone of the New South Wales government's industrial relations reform agenda enshrined in the New South Wales Industrial Relations Act 1991. To date there has been little analysis of the impact o f this legislative change on industrial relations in the New South Wales public sector. This paper provides a case study that examines the degree to which responsibility for bargaining has been devolved within the Parks and Gardens of the New South Wales Ministry for the Environ ment. It argues that, in contrast to the rhetoric of the New South Wales Act, the central agency presiding over the introduction of enterprise bargaining in the public sector, the Public Employment and Industrial Relations Authority; has been reluctant to delegate responsibility to parties in the workplace.

scholarly journals Unions and Productivity in the Public Sector: A Study of Municipal Libraries

ILR Review ◽  
1983 ◽  
Vol 36 (2) ◽  
pp. 199-213 ◽  
Author(s):  
Ronald G. Ehrenberg ◽  
Daniel R. Sherman ◽  
Joshua L. Schwarz
Keyword(s):  
Public Sector ◽  
Collective Bargaining ◽  
Empirical Analysis ◽  
Cross Section ◽  
Cross Section Data ◽  
The Public ◽  
Section Data ◽  
The Empirical Analysis

This paper develops and illustrates the use of two methodologies to analyze the effect of unions on productivity in the public sector. Although the methodologies are applicable to a wide variety of public sector functions, the focus of the paper is on municipal libraries because of the availability of relevant data. The empirical analysis, which uses 1977 cross-section data on 260 libraries, suggests that collective bargaining coverage has not significantly affected productivity in municipal libraries.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

Collective Bargaining in the Public Sector: Cases in Public Policy.

ILR Review ◽  
1976 ◽  
Vol 29 (4) ◽  
pp. 602
Author(s):  
David Lewin ◽  
Frank H. Cassell ◽  
Jean J. Baron
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Collective Bargaining ◽  
The Public

scholarly journals Transformational leadership in the South African public service after the April 2009 national elections

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Manasseh M. Mokgolo ◽  
Patricia Mokgolo ◽  
Mike Modiba
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Job Performance ◽  
Public Service ◽  
Critical Issue ◽  
Measuring Instruments ◽  
Full Time ◽  
National Elections ◽  
The Public ◽  
Unstable Environment

Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.

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