Invloed van enkele eksterne faktore op arbeidsverhoudinge by 'n goudmyn in die Wes-Transvaal

Abstract

Industrial relations in the gold-mining industry are increasingly negatively influenced by external factors on both the micro and macro levels. Management has to continuously monitor the situation in order for them to consider alternative possibilities and solutions to the situation, so as to ensure the survival of this already unsteady industry. These external factors could be divided into four categories, namely the economic, political, legal and social factors. OBJECTIVES OF THE STUDY Industrial Relations must not be seen in isolation, as it can be influenced by several external factors, which in turn could harm the mining industry and economy as a whole, should it not be handled and managed with caution. The reason for this, is that it may have an influence on the form and character of this relationship in the workplace. The object of this study, was to analyse the external factors influencing industrial relations in the mining industry, and to determine the possible impact thereof, so as to enable management to develop systems to monitor these factors to lessen or neutralise the impact. It furthermore also is the object of this study, to create guidelines in a knowledgeable fashion, which themselves could serve as practical reference for management in the gold mining industry. METHODOLOGY As no research has been conducted on this subject in the gold-mining industry, the researcher used a proper theoretical orientation and concentrated mainly on the theoretical influence of external factors. This was followed by an empirical study at which occasion 797 questionnaires were completed. The choice of the correct methodology was influenced by the sensitive and emotive nature of the study. Therefore, the writer used a combination of unstructured personal interviews and questionnaires, but for the accumulation of the main data the writer decided to utilize questionnaires (available in both English and Afrikaans); these were administered by himself and industrial relations personnel, the objective being to explain the purpose of the study to respondents and to get their co-operation. The researcher hoped, that by using this personal approach, the problem caused by the sensitive nature of the questions, would be overcome and that by using questionnaires, a lot of quantifiable data could be collected in a short time. In addition, interviews were held with the senior hostel manager of the company, as well as several attorneys and representatives of different unions active in the mining industry. MAJOR FINDINGS Changes generated by the influence of external factors, should take place rapidly and effectively so as to ensure the survival of the company; however for those who have waited too long, it may be a case of too much, too rapid and too late. Resistance to change will be detected, but management should get support from employees towards change and they should also support employees during the process of change. Management and employees should change their attitudes towards one other, in order to enable them to see change from a different angle. The autocratic management style at the company should be changed immediately as the respondents (50%) have indicated that they are not satisfied with their contributions in planning and budgeting, work relations with colleagues in management (33% ), the management style at the company (56%) and the effectiveness of the company (56% ). As a result of a lack of recognition for good work ( 41 % ), and poor communication ( 43% ), the identification with the company (27%) is not what it should be. Consequently the employees have no faith in management and as a result they feel that trade unions are indispensable (73%) and that they would not be treated fairly without trade unions. The respondents have indicated a definite need for supervisory (89%) and industrial relations training (77% ), and an improvement in communication ( 43%) of which the disciplinary and grievance procedures are part. The respondents indicated the following as being external factors influencing industrial relations: communication, politics, disciplinary and grievance procedures, discrimination and cultural and language differences. Further research could follow the findings of this study. RECOMMENDATIONS As seems evident from that both external factors and social change should be rapidly and effectively handled. To attain this goal, management should pay attention to the following: A change in management style and attitude is inevitable. A management style of recognition and a climate of mutual trust should be adopted. Training in both supervision and industrial relations, as well as in communication, should be reviewed and improved as a matter of urgency. Grievances should be handled timeously and with the necessary sensitivity it deserves so as to restore the trust in management and improve upward and downward communication. As the nature of industrial relations is influenced by several factors, the restoration of trust in management would be a huge step in the right direction and would make a big difference as far as industrial peace is concerned. CONCLUSION The influence of external factors on industrial relations and the effective managing of these, must be the responsibility of the industrial relations specialist as well as that of managers and supervisors at all levels of the company. The improvement of communication will have a dual purpose, namely to restore the trust in management and to simplify the identification of the said external factors, which may bring about change. Should awareness of possible change exist, prior planning could be affected timeously so as to lessen the impact of such changes.