Power dependence and conflict management styles effect on the collective bargaining process of management and unions in two retail industries in Gauteng

Abstract

This research study investigated power dependence and conflict management styles effect on the collective bargaining process of management and unions in two retail industries in Gauteng. Based on previous literature, conflict management styles and power dependence are critical focus areas in the collective bargaining process of management and unions. However, a few studies have assessed power dependence and conflict management together as a determining factor within collective bargaining and the influence it could have on the relationship of retail management and unions. Furthermore, few studies exist within South Africa which assess what conflict management styles management and trade unions implement when they are faced with conflictive situations. Therefore, this study aimed to determine what the dominant conflict management style was that trade unions and management generally use and detect whether there was a difference in the conflict management styles of retail management and trade unions. Lastly, this study aimed to determine if there was a difference in perceived power on the relationship of management and unions and whether there is a relationship between perceived power and conflict management. A quantitative, cross- sectional survey design was followed containing a sample of a hundred and thirty-two (n=132) participants who formed part of retail management and trade union groups. Measuring instruments used included biographical information, The Rahim Organizational Conflict Inventory-II (ROCI-II) to measure the conflict management styles of both retail management and trade unions, and the Conflict Resolution Questionnaire (CRQ) to measure whether management and unions are focused on building positive power relationships or if they focused on having power over their opposition. Results of the study indicated that collaborative style being the most commonly used conflict management style amongst retail management and trade unions. In addition, collected data indicated that retail management or trade unions had no desire on "having power over" the opposing side during collective bargaining proceedings.