Department of Industrial Psychology

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Browsing Department of Industrial Psychology by browse.metadata.advisor "Cillie, G."

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    Costing conflict : a multiple case study approach to quantifying conflict in the mining industry in South Africa
    (Stellenbosch : Stellenbosch University, 2013-03) Burger, Dore Gertel; Cillie, G.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    This study will focus on conflict within organisations in the attempt to gain clarity on this very common phenomenon and to link conflict to financial cost. By gaining a financial grip on conflict this study attempts to give the reader the tools with which to estimate parameters and calculate financial costs within their own conflict situations. The reader will also be able to motivate the need for management to invest in pre-emptive conflict resolution structures. The study will focus on a sample population from the mining sector in South Africa. A multiple case study approach is used in order to understand the intricacies that make conflict a variable, situation-dependant occurrence after which data is collected to calculate a preliminary estimate of the financial costs incurred by the organisation due to hostilities within the sample population. The results of the study indicate that the samples chosen experience different types of conflict and also manage the conflict in different ways. The calculations reflect that conflict impacts on the organisation in a fiscally prominent way. Each case has its own unique major contributors to monetary costs incurred due to conflict depending on case specific attributes. The results clearly show that the financial cost of conflict has a severe impact on an organisation. The structured analysis provided by the study gives the reader a method with which to calculate the costs of conflict within other cases where conflict is assumed to have a negative impact on performance. In this way it becomes easier for the practitioner to effectively motivate for preventative action.
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    A critical evaluation of the dispute resolution functions of the Commission for Conciliation, Mediation and Arbitration (CCMA)
    (Stellenbosch : University of Stellenbosch, 2010-03) Kwakwala, Blazius Oscar Kasungula; Cillie, G.; University of Stellenbosch. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    ENGLISH ABSTRACT: One of the transformations that occurred in post-apartheid South Africa was the overhaul of labour legislation. The Labour Relations Act, 1995, the most pivotal product of the exercise, enacted the Commission for Conciliation, Mediation and Arbitration (CCMA) as a statutory labour dispute resolution institution. Given the failures of the previous dispute resolution system, the creators of the CCMA meant it to provide efficient, accessible and quality dispute resolution structured around conciliation and arbitration. The CCMA came into being in November 1996. The question that arises is: is the CCMA delivering efficient, accessible and quality dispute resolution? This research attempts to answer this question. The literature review indicates that, in terms of efficiency, the CCMA underperformed in the early years, from its inception to the year ended 2004. Improvements started trickling in after 2004. The literature review portrays a positive picture of accessibility: that the CCMA is accessible to its users. As for the quality of dispute resolution, the literature review paints a negative picture: that the CCMA does not provide a quality dispute resolution service. The researcher collected secondary data from the CCMA and primary data from parties to dispute resolution at the Cape Town Office of the CCMA, using a self-developed questionnaire. The data was analysed using Statistica version 9. The results show that the CCMA continues to grow and build on its previous efficiency successes: the CCMA concludes conciliations and arbitrations within the statutory time limits of 30 days and 60 days respectively. The results also show that the CCMA is accessible: the respondents found the process of referral and the actual processes of conciliation and arbitration informal. The results also show that the CCMA provides quality dispute resolution. All the respondents ranked the quality of conciliations and arbitrations positively. The results for efficiency and accessibility support the literature review. The results for quality of dispute resolution contradict the literature review. Based on these findings, insightful conclusions are drawn and recommendations are made, to both the CCMA and for future research.
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    A phenomenological study into the experiences of retrenchment implementers
    (Stellenbosch : University of Stellenbosch, 2007-03) Westermann-Winter, Birgit; Cillie, G.; University of Stellenbosch. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    Increased globalisation and competition have implications for organisational renewal and change and increasingly cost cutting, by retrenching employees, is part of the search for competitive advantage and sustainability. Within the South African context, retrenchments are no exception. The study explored the experiences of those who are tasked with the role of implementing the retrenchment, the so-called retrenchment implementers. Despite implementers being key to ensuring organisational success and profitability in the aftermath of retrenchment, research on their experiences is limited not only internationally, but also locally. The study was conducted amongst participants employed at various South African organisations. Qualitative data was obtained via semi-structured interviews with the implementers of retrenchments. Following content analysis, three key themes emerged: implementers’ experiences of procedural aspects as per s189 and s189A of the Labour Relations Act 66, of 1995 (as amended); implementers’ personal experiences of performing the retrenchment act and organisational and personal enabling strategies to assist with preparing implementers for the retrenchment task. Results indicate mixed responses in terms of complying with the relevant legislation. Insofar as their personal experiences are concerned, results indicate that while some implementers had found ways to adjust to their managerial function of implementing retrenchments, others experienced discomfort with their role, suffering from amongst others guilt and feelings of responsibility, role conflict, role overload, decreased emotional well being, a sense of isolation, negative self-perceptions and feelings of job insecurity. In the majority of cases, implementers experienced limited organisational emotional support and assistance in dealing with their emotions during the retrenchment conversation. These results support the limited non-South African literature. The results from the present study also added insight into the ways in which implementers are personally prepared for their role as well as ways in which organisations can assist them emotionally for their task.