The effects of centralized or decentralized bargaining processes in the management of industrial actions in the South African mining industry

Abstract

Frequent and prolonged labour strike actions in the South African mining industry are widely acknowledged. These strikes continue to negatively impact on the socio-economic factors in the South African society and particularly the businesses. Studies have been conducted on the bargaining processes to ascertain proper engagement process to follow during conflict resolutions. However, the shortfall in these studies has been identification of appropriate models that reduces or totally eliminate the re-occurrence of frequent labour strikes. Understanding how the bargaining process, prior and during the bargaining process, can curb these labour strikes is therefore critical. Data from different bargaining experts were collated and analysed through a Delphi research tool. Results indicated that several steps need to be taken into accountant before and during the bargaining process. Such steps include continuous communication between stakeholders and the bargaining process’s leadership. While labour strikes are as a result of impasses, which inform strike actions, encountered during negotiations, results show that before impasses are encountered it is imperative to manage the bargaining processes prior the formal engagements. It was also established that the choice of the bargaining process i.e. choosing between centralization of decentralization of the bargaining process may not necessarily curb the frequency of strikes.