Exploring the collective bargaining efficacy in a selected public sector department within the North-West Province

Abstract

This study explored the efficacy of collective bargaining in a selected public-sector department in the North West Province of South Africa. Despite constitutional and legislative frameworks such as the Labour Relations Act 66 of 1995 and the Public Service Act, collective bargaining in the province remains characterised by prolonged wage negotiations, strikes, and inconsistent implementation of agreements. Using the Pluralist Industrial Relations Theory as a guiding framework, the research investigated how structural, relational, and contextual factors influence the success or failure of bargaining outcomes. The study adopted a qualitative case study design within an interpretivist paradigm, drawing on semi-structured interviews with officials from the Office of the Premier, union representatives, and departmental stakeholders. The study initially had 20 participants earmarked; however, it reached data saturation after 10 interviews. Thematic analysis was applied to identify key patterns and dynamics shaping bargaining processes. Findings showed that capacity gaps, poor preparation, inconsistent mandates, high turnover among negotiators, and low levels of trust between labour and management weaken collective bargaining. These factors disrupt continuity and undermine effective decision-making. However, when communication improves, relationships stabilise, and agreements are clearly structured and implemented, collective bargaining strengthens employee morale and supports more efficient institutional performance. The study concludes that collective bargaining can strengthen labour relations and public sector performance if supported by improved training, consistent representation, fiscal realism, and transparent coordination mechanisms. Practical recommendations include strengthening OTP's mandate-coordination capacity, enhancing monitoring of agreement implementation, and fostering collaborative trust between the labour union and management. These insights contribute to industrial relations scholarship and provide actionable guidance for policy reform and provincial labour governance.