Developing a Theoretical Framework for Conflict Management and Engagement for South African Shop Stewards
DOI:
https://doi.org/10.25159/2664-3731/13580Keywords:
interpersonal conflict, intrapersonal conflict, shop stewards, South African shop stewards, inter-union rivalry, conflict management frameworkAbstract
Shop stewards in South Africa experience high job demands and pressures. They need role-related conflict management skills and support to remain engaged. This study aimed to develop a theoretical framework for conflict management for South African shop stewards. The study approach was exploratory and qualitative. From the two trade unions, 20 (n = 20) shop stewards were purposively selected and interviewed, and their responses were thematically and manually analysed. From the transcribed interviews and using inductive and deductive thematic data analysis techniques, the findings indicated that shop stewards encountered interpersonal, intrapersonal and inter-union rivalry conflicts. Practically, this study developed a conflict management framework for those who are in union leadership. Socially, the study provides for harmony in the workplace by making shop stewards aware of the conflicts and how to manage them. Line managers will understand the conflict-related challenges experienced by shop stewards and be able to understand and collaborate well with them. Organisations should develop policies and procedures for shop stewards or trade unions and adhere to existing structures and agreements that assist shop stewards in managing conflict in the workplace.
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