TRADE UNION EFFECTIVENESS IN ZAMBIA

Master of Management (MA) Title assignment:

An evaluation of trade union effectiveness in the Zambian mining sector: A case for the Mine Workers’ Union of Zambia (MUZ).

Name module:

Research report

Name Supervisor:

Rob Palstra

Name student:

Harrison Kaunda Mwale

Greenwich student nr:

000810537

Course year:

2013-2014

Date:

29-08-2014

Coursework is receipted on the understanding that it is the student’s own work that is has not, in whole or part, been presented elsewhere for assessment. Where material has been used from other resources it has been properly acknowledged in accordance with the University’s Regulations regarding Cheating and Plagiarism. Tutor’s comment: ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Grade Award

TITLE

AN EVALUATION OF TRADE UNION EFFECTIVENESS IN THE ZAMBIAN MINING INDUSTRY: A CASE FOR THE MINE WORKERS’ UNION OF ZAMBIA (MUZ).

A THESIS SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF MASTER OF ARTS IN MANAGEMENT (MA). BY Harrison Kaunda Mwale SUPERVISED BY: DRS. ROB PALSTRA

29TH AUGUST 2014

ACKNOWLEDGMENTS This work could have not been possible without the contribution of many valued individuals. Firstly my sincere gratitude goes to my Savior and God Jesus Christ for keeping His promise of being with me through out. Thank you Lord God. My sincere gratitude goes also to my supervisor Drs. Rob Palstra for his unwavering support, insights and dedication towards this work. The confidence you aroused in me was an inspiration indeed. My sincere thanks also go to my elder sister Angela Kapungwe Mwale-Banda and her husband, for being there for me. My sincere gratitude also goes to my elder brother Dr. Rodgers Kamata Mwale and the entire Mwale clan for the support. My profound appreciation also goes to my beloved wife Anna and my children Lubuto, Abigail, Comfort-Joy and Joseph for enduring my absence as I pursued this programme. I cannot also forget to thank my beloved mother Lucy Kunda Mwale and beloved dad Rasford Brighton Chipolo Mwale for the confidence they have in me, and the great value they attach to education. Mum and Dad you are simply the best. My sincere thanks also go to John and Inge Hagenouw and family for their prayers and support. I would also want to thank my sister and friend Tsigie Tesera Tewabe for all the help. My sincere thanks also go to my friend Andrew Tembo for all the help and encouragement; ‘boyi’ you are indeed a true friend. Lastly but not indeed the least, my gratitude goes to all MUZ leaders and members for according me the necessary cooperation as I pursued this work and also Mr. Aaron Chisha Sinyangwe for the technical support and understanding.

Chinsali, Zambia.

DEDICATION This work is dedicated wholly to the following persons: 1.

To my Lord and God Jesus Christ, for all the divine help and Inspirtation

2. My wife Anna, a woman with a golden heart. Your love and care is amazing. 3. My children, Lubuto, Abigail, comfort-joy and Joseph for bearing with my absence from home, while I studied for this programme in the netherlands. 4. To mum Lucy Kunda and dad Rasford Brighton Chipolo Mwale for providing me with a firm academic background, love and confidence. 5. To Andrew Tembo, my all Wheather true and best friend.

TABLE OF CONTENTS Acknowledgments.............................................................................................................. iii DEDICATION................................................................................................................... iv LIST OF ACRONYMS .................................................................................................... vii Abstract .............................................................................................................................. xi CHAPTER ONE- INTRODUCTION................................................................................ 1 1.1

Background .......................................................................................................... 1

1.2

Problem statement ................................................................................................ 3

1.3

Significance of the study ...................................................................................... 4

1.4

Research aims and objectives............................................................................... 5

1.9

Meta theoretical framework ............................................................................... 10

CHAPTER TWO - LITERATURE REVIEW................................................................. 11 2.1. Lack of pure labour union-union members’ theoretical construct........................ 11 2.2. Theoretical perspectives......................................................................................... 11 2.3

Definition and different forms of labour unions ................................................ 14

2.4 Conceptualizing organizational effectiveness......................................................... 18 2.5 The Zambian national and international legal framework regarding trade unionism........................................................................................................................ 21 2.6 A general overview of the labour movement in Zambia ........................................ 23 2.7 The Mine Workers Union of Zambia (MUZ) ......................................................... 25 CHAPTER THREE - RESEARCH METHODOLOGY .............................................. 29 3.1.

Research approach and philosophy .................................................................... 29

3.2

Quantitative versus qualitative ........................................................................... 30

3.4.

Primary and Secondary data............................................................................... 31

3.5

Research design formulation.............................................................................. 31

3.5.1

Descriptive and Exploratory research studies............................................. 31

3.5.2

Research strategy ........................................................................................ 32

3.5.3

Description of the target population ........................................................... 32

3.5.4

Sample size determination and method ...................................................... 33

3.5.5

Sampling technique..................................................................................... 34

3.5.6.

Data collection technique............................................................................ 36

3.5.7

Data analysis ............................................................................................... 36

CHAPTER FOUR - EMPIRICAL LITERATURE REVIEW.......................................... 38 CHAPTER FIVE - RESEARCH FINDINGS .................................................................. 43

5.0 Data Coding and analysis strategies ....................................................................... 43 5.1 Demographic data .................................................................................................. 43 5.2 Union’s ability to represent its members by virtue of its healthy state as an organization................................................................................................................... 45 5.3

Union’s ability to improve work and working conditions ................................. 48

5.4

Members benefits for belonging to the union .................................................... 51

5.5

Suggestions on how best the union can serve it member................................... 52

5.4

Reliability and correlation analysis .................................................................... 52

CHAPTER SIX - DISCUSSION, RECOMMENDATIONS AND CONCLUSION..... 56 6.1

Discussion .......................................................................................................... 56

6.2

Recommendations .............................................................................................. 58

6.3

Conclusion.......................................................................................................... 60

LIST OF REFERENCES.................................................................................................. 61

LIST OF ACRONYMS CSO FES FFTUZ GRZ ILO ILRA ITUC MCM MLSS MMD MUZ NELMP NRAMWU NRMU NUMAW PWYP SAP SPSS UN UNIP UMUZ ZCCM ZCTU ZDA

Central Statistical Office (Zambia) Friedrich Ebert Stiftung Federation of Free Trade Unions Government of the Republic of Zambia International Labour Organization Industrial and Labour Relations Act (Cap 269) International Trade Union Confederation Mopani Copper Mines Ministry of Labour and Social Security Movement for Multiparty Democracy Mine Workers Union of Zambia National Employment and Labour Market Policy Northern Rhodesia African Mineworkers Union Northern Rhodesia Mineworkers’ Union National Union of Miners and Allied Workers Publish What You Pay Structural Adjustment Plan Statistical Package for Social Sciences United Nations United National Independence Party United Mine Workers’ Union of Zambia Zambia Consolidated Copper Mines Zambia Congress of Trade Unions Zambia Development Agency

LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9:

Meta theoretical framework MUZ organizational structure The Process of deductive Process of quantitative research Population and Sample Sampling Technique Demographic data characteristics in percentages Period of MUZ membership Members' benefit for belonging to union

LIST OF TABLES Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16:

Demographic data results. Educational characteristics Frequency of sharing information with members by the union Accountability and openness of union to members Members’ perception on union’s operations Union ability to understand the business of the employer well Union's performance in negotiating for its members Union's performance in protecting its members How well the union works with management Union's ability to influence management to be more responsible to its employees Members’ benefits for belonging to the union Case processing summaries Reliability Statistics Bivariate analysis Multiple regression analysis Correlations

LIST OF APPENDICES Appendix 1:

Questionnaire

Appendix 2:

Letter of intent to MCM Human Resources Manager

Appendix 3:

Response from MCM Human Resources Manager

Appendix 4:

Responses for Question15 from the Questionnaire which were coded.

Appendix 5:

How best the union can serve the members

ABSTRACT The labour movement has been part of the Zambian industrial relations landscape since the 1920s. Its contribution to the political, economical and social evolution of Zambia cannot be overemphasized. It cannot be overemphasized because its contribution and role in the Zambian industrial relations system has been pivotal. Currently in Zambia, there are more than 80 trade unions registered by the Labour Commissioner (Ministry of Labour and Social Security [MLSS], 2014). With such proliferation of trade unions in Zambia, one begs to understand their effectiveness and especially in the mining sector which is Zambia’s economical prime mover. Zambia currently stands as the largest copper producing country in Africa and seventh in the world. Since the year 2000, the Zambian mining sector has attracted investment exceeding USD 8 billion. With such enormous investment in the mining sector, 74,000 jobs were created by the year 2012 against 27,000 in 2000 (ZDA, 2013; NELMP, 2004). Based on the foregoing, it becomes apparent that the mining sector in Zambia is of immense economic importance. It therefore behooves us, to investigate the effectiveness of the trade unions in the Zambian mining sector. Currently, there are three main trade unions in the mining sector, Mine Workers’ Union of Zambia (MUZ), National Union of Miners and Allied Workers (NUMAW) and the United Mine Workers’ Union of Zambia (UMUZ). This research study particularly focused on MUZ because it is currently the biggest as well as the oldest trade union in the mining sector. The results of the study indicated that the majority of the respondents (61%) perceive MUZ ineffective in regards to openness and accountability to its members. However, visà-vis sharing information to its members, the respondents were rather evenly divided, with 50% agreeing that the union shares information and 50% disagreeing. 69% of the respondents also perceived the union to lack proper understanding of the employer’s business. The bivariate analysis also indicated a weak but positive correlation between independent and dependent variables, further indicating the interdependence between the

variable factors. Based on the results, MUZ should therefore endeavor to put up a proper communication strategy so that it could be able to relay its activities to the members. Further, MUZ should also become more open and accountable to its members. Union activities should not be shrouded in secrecy. For future research, it would be imperative to conduct a study in order to understand the inhibitors and motivators regarding women participation in trade unionism. This is because only 10.90% (24) of the respondents were female against 89.10% (196) male respondents.

CHAPTER ONE- INTRODUCTION 1.1

Background

The labour movement in Zambia has played a vital role in the economical, political and social evolution of the country, as early as the 1920s. The industrial relations system in Zambia has evolved mainly through three phases; the colonial era, up to 1964, post independence era up to 1991, and the plural politics era to the present. The political, economical and social environments during those periods have had a notable influence on the industrial relations system. Apart from representing workers, on issues of common interest, the labour movement also acted as freedom fighting movement against colonial rule. After independence, Zambia was a one party state and hence the labour movement acted also as a de facto opposition party against the government of Kenneth Kaunda. After 1991, with the advent of multi-party political system, other political parties were formed to oppose the ruling party. Henceforth, the changes in the political and economic landscape also put pressure on the labour unions to revert and concentrate on their perceived traditional role of effectively representing workers in matters of common interest. Before 1991, trade unionism in Zambia was the epitome of the most well organized workers’ representative organisations in Africa (Friedrich Ebert Stiftung, 2011). After introduction of plural politics, Zambia also liberalized its economy. This meant that private investors entered into the labour market with profit maximization motives. Thus, in order to avert bad industrial relations practices, and protect and safeguard workers’ rights and interests, especially in the liberalised free market regime, employees needed effective labour union representation (FES, 2011). One labour union in Zambia which has evolved concurrently through the three phases afore mentioned is the Mine Workers Union of Zambia (MUZ). This union has a rich history because it was formed during the British colonial era in 1948 as the Northern Rhodesia African Mineworkers’ Union (NRMU). MUZ is one of the largest trade unions in Zambia and Africa comprising approximately 23, 000 members scattered across 36

branches (Bates, 1972; PWYP, 2013). According to (FES, 2013), “…unions such as Mine Workers’ Union of Zambia…were among the key trade unions and…spoke with a strong voice. Since 1992, it became difficult to identify key trade unions…” Further, according to FES (2013), “even in the mining industry were MUZ dominated for a long time, there was now another union, the National Union of Mine and Allied Workers (NUMAW), which was formed in 2004”. Further another union; the United Mine Workers’ Union of Zambia (UMUZ) was formed as splinter union led by the former Mufulira Branch Chairperson between 2010 and 2011. “The breaking up of membership in the recent past into splinter unions in the mining industry has brought about challenges of another kind” (Muchimba, 2010, p. 23). The labour movement in Zambia, despite playing a vital and distinguished role in the political, economical and social evolution of the country has however, experienced dissipated influence and power in the ensuing Republics over the years since Zambia’s independence in 1964 (Gewald et al., 2008). Further according to Gewald et al. (2008), a lot of academic interest has been garnered regarding Zambia’s industrial and labour relations issues due to the influential role that the labour movement played during the anti-colonial struggle as well as the overthrow of Kenneth Kaunda’s United National Independence Party (UNIP). The decline of the effectiveness of the labour movement as Katz et al. (1993) in a research study in selected Asian countries noted, could be attributed to many factors; which include: The relative size of the organized industrial labour force; The low level of education among the labour force, which renders them susceptible to manipulation by their leaders with goals at variant with their employers; The fragmentation of the labour movement due to existence of several unions at both national and industrial undertaking level; The absence of legislation promoting a cohesive and efficient collective bargaining strategy; Unfavorable national policies which threaten the viable existence of trade unions due to the threat of decertification and deregistration;

Employer strategic opposition to union formation at the places of work; Victimization of labour leaders by the national governments; Lack of a strong unifying employer associations which could foster cohesive collective bargaining at industrial level; Draconian union constitutions, which mandated union leaders to stay in office for less periods thereby rendering them incapable of planning and executing long term plans; and also on the other hand some constitutions exacerbated retention of union leaders for longer periods thereby hindering other leaders with fresh ideas from taking the leadership roles; and also Trade union leadership partisan alignment with certain political parties thereby causing divisions in the rank and file within the organization. According to Gewald et al. (2008), it’s not only in Zambia where the trade unions have experienced a decline in their effectiveness; with the exception of the more industrially developed South Africa and Mauritius. “The influence of labour movements in Africa have remained weak in the traditional fields of labour relations and that, more than elsewhere, trade unions in Africa today are fighting an uphill battle” (Gewald et al., 2008), p. 248). Coupled with a weak financial position due to a chronic loss of members due to harsh economic conditions; the effectiveness of the labour movement in Zambia has also been eroded by the unfavorable neo-liberal policies of the IMF and the World Bank. This has consequently created an unfavorable labour and industrial relations environment, which has culminated into, trade unions losing their effectiveness to influence policy (Gewald et al., 2008).

1.2

Problem statement

From the pre-independence era, Zambia has had a vibrant labour movement. This vibrancy earned Zambia’s labour movement reputation as one of the best organized and powerful on the African continent. It’s no wonder that the second president of Zambia was a long time labour leader. With the liberalization of the economy, many players entered into the Zambian labour market. While previously Zambia’s economy was state run through large state owned and controlled enterprises or parastatal bodies, the

economy now is in the hands of the private sector. In the mining industry, the giant Zambia Consolidated Copper Mine (ZCCM) was also sold and placed in the hands of private owners. From the time the Zambian economy was liberalized, Mine Workers Union (MUZ), which was the dominant and sole employee representative in the Mining industry, lost that monopoly of representation. Union members broke away and started forming new sprinter labour unions. In Zambia, “…the labour movement was facing a time of great danger; when it could become irrelevant, if it did not stir itself and made possible moves towards making itself relevant again to the workers…” (FES, 2011, p. 3). Notably also, the labour movement in Zambia and MUZ in particular was further weakened in its effectiveness and influence following the 1993 and 1997 amendment of the Zambian labour laws. The afore said amendments allowed workers to form unions within one sector and also allowed for existence of many umbrella union organizations. This scenario precipitated the fragmentation of the labour movement in the mining sector (Muchimba, 2010).

This weakened the already struggling labour movement and

ultimately affected its service delivery in terms of promoting and fostering the interests of the members. It was this perceived ineffectiveness, which greatly motivated this study. Further according to FES (2011), the most notable crisis that the labour movement in Zambia was facing was failing to respond appropriately to the changes brought about through liberalization policies.

1.3

Significance of the study

It was envisaged that the results from the research would contribute to the body of knowledge in industrial relations; human resource management; organization behavioural sciences and other related disciplines. Through this study, it became apparent that little or no study has been done in evaluating the effectiveness of the trade unions in Zambia. Most literature consulted through this study on the trade unions in Zambia was more historical and was not based upon any scientific evaluation. Apart from contributing to the body of knowledge, the study was also an attempt to help trade unions in Zambia to understand how ordinary members perceive their trade unions in regard to meeting members’ expectations. Through this, it is envisaged that trade unions and MUZ in particular would readjust both its administrative and operational activities and deliver in

accordance with the expectation of its members. This study was also an attempt to expose the strengths and weaknesses of the trade unions, especially in the mining industry and particularly MUZ. Significantly, it was hoped also that this study would inspire more researchers to expand and evaluate the effectiveness of other trade unions in other sectors of the Zambian economy. This study was also an attempt to provide union members with an avenue through which they could provide feedback to the trade unions regarding service delivery. It was also a wake up call to the trade union leaders who might have been in a state of latent slumber.

1.4

Research aims and objectives

Generally, the main gist of this study was to evaluate the effectiveness of the trade unions in the Zambian mining sector with particular focus on the Mine Workers’ Union of Zambia (MUZ). In this vein, the study sought to evaluate and determine the organizational effectiveness of MUZ and its ability to effectively improve work and working conditions for its members. This general objective was further broken down into specific objectives in order to evaluate the trade union (MUZ) on specifics as opposed to generalities. The specific objectives were categorized into two-dimensional clusters based upon the research study conducted by Bryson (2003) regarding trade union effectiveness in delivering for employees. Bryson’s study was adopted because, it had more practical dimensions to evaluating trade union effectiveness unlike other studies, which had limited trade union effectiveness, to trade union ability to attract and retain members (Charlwood, 2001; Fiorito et al., 1995). On the other hand the dimensions by Hammer & Wazeter (1992) implicitly fall within Bryson’s model.

In his study, Bryson (2003) clustered union

effectiveness in two categories. The first was organizational effectiveness, which he used to assert the effectiveness of the union to represent its members as a viable workers’ representative organization. The second dimension he identified was the union’s ability to effectively represent its members and deliver for improved work and working conditions. According to Bryson (2003, p. 5), “together these two types of effectiveness signal a union that is effective in representing its membership.

Therefore, the specific objectives of this study were as follows: I.

Union organizational effectiveness objectives To examine the effectiveness of the trade union in communicating and sharing information with its members; To determine the usefulness of union as a source of information and advice to its members; To assess the openness and accountability of the union to its members; To determine the responsiveness of the trade union towards members’ problems and complaints’ To assess the strength of the trade union as a workers’ representative organization. To determine how well the trade union understands the business of the employer; To determine whether the employer; Mopani Copper Mines is in favor of the trade union (MUZ).

ii.

Union’s ability to improve work and working conditions objectives To evaluate the union’s performance in negotiating for better pay, benefits, and working conditions; To determine the effectiveness of the union in protecting members against unfair treatment and discrimination at the work place; To evaluate how well the union collaborates with management for improved performance; To determine the extent to which the union increases managerial responsiveness to its employees; To determine the union’s performance in increasing and retaining members; To evaluate the contribution of the union in helping the company-Mopani Copper Mines (MCM) Plc. to be a better and competitive company; and also To evaluate the performance of the union in promoting equal opportunities for all its members.

Research general question Stemming from the above objectives, this research study endeavored to answer generally the following research question: How effective is the Mine Workers’ Union of Zambia organizationally and in its ability to improve work and working conditions for its members?

Research Specific questions In order to answer the above general question, it was broken into specific questions as follows: 1. Does the union communicates and shares information concerning its workplace activities with its members and is the information, which MUZ shares with its members useful? 2. Is the union open and accountable to its members? 3. Is the union responsive to its members’ problems and complaints? 4. Is the company MCM in favor of the union and does the company management respect and take the union and its activities seriously? 5. Does the union understand the business of the employer well? 6. How is the performance of the union in negotiating for better pay, benefits and working environment? 7. How is the performance of the union in protecting its members against unfair practices and treatment at the work place as well as making the workplace better and improving job security? 8. How well does the union perform in helping MCM to be a better and competitive company as well as collaborating well with MCM management to improve performance? 9. How is the performance of the union in promoting equal opportunities for all its members as well as influencing management to be more responsive to its members?

Despite that the above specific questions appear to be many on the face value, they were however all vital in ensuring the comprehensiveness of the study. All the questions as could be observed stem from the objectives.

Hypotheses Based on the afore stated research objectives and questions; both general and specific; with the compounding statement of the problem, this study developed the hypotheses to realize the main aim of the study as follows: 1. HO1: The Mine Workers’ Union of Zambia is not effective as an organization in fulfilling its mandate as a legitimate representative body of the workers. 2. HO2: The union is not effective in delivering for improved work and working conditions of employment for its members. 3. HO3:

Union members are not satisfied with their union as an organization

representing their interests because it is not effective organizationally and not able to deliver for improved work and working conditions. Based on the dimensions developed by Bryson (2003) in his study, this research study also segmented the first and second hypotheses into their specific dimensions of union organizational effectiveness and union ability to deliver for improved work and working conditions accordingly.

Scope and Limitations of the research study This research study was an earnest quest to evaluate the effectiveness of trade unions in the Zambian mining sector with particular focus on the Mine Workers’ Union of Zambia (MUZ). MUZ was particularly selected out of the two other remaining trade unions (National Union of Miners and allied Workers (NUMAW) and United Mine Workers’ of Zambia (UMUZ) due to its long-standing presence in the Zambian mining industry. MUZ was also the preferred choice for this study because, amongst the two trade unions afore mentioned, it has the largest number of members.

The first limitation of this research study was financial constraint. To thoroughly conduct this study in accordance with the expected academic standard, financial resources were needed. For example during data collection at the Mopani Copper Mines (MCM) Mufulira Mine Plant, it took me a month. This period was intense because it involved travelling between two mining towns and a lot of money was required. Another limitation was collecting data inside the MCM underground operation plant. It was also very difficult to collect questionnaires because of strict mine operational shifts which stretch over a 24 hour period. The other limitation was that this study only evaluated one trade union (MUZ). This was a limitation in that the findings of this study could not practically be generalized to encompass other trade unions in the Zambian mining and other sectors of the economy. The other limitation was the stringent security mechanism at the MCM mining plant. The mining area is very sensitive security wise and it is very difficult to gain access without prior authorization from the mine management. The other limitation was scarcity of secondary data and information on the Zambian trade unions and MUZ in particular. The other limitation was that this study did not use a standard probability random sampling technique. According to Saunders et al. (2011), probability sampling is utilized where the researcher is required to make inferential generalizations regarding the population in order to fulfill the research objectives or answer the research questions. However, since this study used a non-probability sampling technique, it was limited in its generalizability of results to the population.

1.9

Meta theoretical framework The union is not effective as an organization in fulfilling its mandate as a legitimate representative body of the workers. –H01

Organizational effectiveness

Discrepancy: expectations and perceived outcomes – (union members) The union is not effective in delivering for improved work and conditions of employment for its members – H02

Union ability to deliver

Figure 1 Source: Own formulation

The researcher formulated the above figure in order to help in answering the specific questions so as to answer the general question and fulfill the objectives of the study. This study was more descriptive and hence not cause-effect oriented. Discrepancies indicate the degree to which the union was able to deliver or not. Satisfaction was only achieved where the union delivered effectively to the expectation of the members.

CHAPTER TWO - LITERATURE REVIEW Introduction This chapter attempted to conceptualize and theorize the main gist of this study. Being that this study was academically multidisciplinary, the study henceforth adapted different theories and concepts from different academic areas. Therefore, though the study leaned heavily towards industrial and labour relations, overly, it had sociological, managerial, organizational, behavioral and to a negligible degree, economical overtones. Different theories have been utilized under this score in order to try and depict the labour unionunion member interaction.

2.1. Lack of pure labour union-union members’ theoretical construct Academic scholars and professionals alike have long grappled with the dilemma of coming up with a clearly independent theory to depict and define the relationship between labour unions and employers and/or labour unions and members. Hitherto, the study of the employment relationship has mainly been embedded in industrial relations. Industrial relations could be traced from social sciences (Nickson, 2007). Despite that industrial relations cut across different social science disciplines, it could not solely be relied upon as the basis upon which the theoretical construct of this study should be based entirely (Adams, 1983). The multi dimensional nature of industrial and labour relations, begs this study to adopt theoretical and conceptual constructs from other disciplines like sociology, behavioral and organizational studies, among others.

2.2. Theoretical perspectives The Social exchange theory This study adopted this theory because it was deemed academically appropriate for this study. This was despite the fact that this theory is an old age one. However, despite being old it still contains enough academic favour to warrant further academic utilization in the

academic arena. The social exchange theory was first propounded by sociologist George Homans (1961), in his groundbreaking article: Social Behavior as Exchange. According to Cropanzano and Mitchell (2005, p. 874), “social exchange theory is among the most influential conceptual paradigms for understanding workplace behavior”. The social exchange theory’s main supposition is that human behavior or interaction is based upon symbiotic co-existence (Zafirovski, 2005).

This symbiotic co-existence is based on

rewards and costs (Homans, 1961, cited in Zafirovski, 2005). Further, this model depicts relationships as being based upon the principle or rule of reciprocity (Cropanzano and Mitchell, 2005). Thus, that interaction could only be sustained as long as parties within that exchange are able to realize maximum benefits and incur minimal costs. Therefore, according to this theory, while the trade union benefit overly through member subscriptions for example, the union members should benefit through the union’s bargaining power for better pay and working conditions. In situations where the union is unable to fulfill its mandate of protecting workers and improving work and working conditions, this scenario will jeopardize the relationship.

The social mobilization theory The central and core premise of the social mobilization theory rests on assumption that individuals, in circumstances where they are oppressed and exposed to injustice would be forced to mobilize themselves collectively. This collective mobilization is aimed at countering such injustice through a social movement (Touraine, 1991; cited in Harcourt and Wood, 2004). Further Touraine (1991), defines a social movement as “a collective action aiming at the implementation of central cultural values against the interests and influence of an enemy which is defined in terms of power relations” (cited in Harcourt, & Wood, 2004). Therefore, unions would achieve a prominent and better position through mobilizing itself against a well-known opponent (Harcourt & Wood, 2004). Further according to Harcourt & Wood (2004, p. 242), “mobilization theory suggests that the capacity of unions to draw in and unite workers depends both on long-term trends in the capitalist economy and the effects of this on conceptions of deprivation.” Kelly (1998; cited in Harcourt & Wood, 2004) observes that in instances where the workers experience the worst deprivation and discrimination against their workers rights and better work and

improved working conditions, perceived to be perpetuated by management, the audacity for trade unions to mobilize workers will be strengthened. “The sense of injustice must prompt the formation of a social group with a collective interest” (Kelly, 1997; cited in Harcourt & Wood, 2004). Therefore, trade unions are organized by workers in a bid to fend off and counter injustice perpetrated by the employer and/or management.

Discrepancy theory Due to the underlying multi-disciplinary nature of issues of unionism, it becomes imperative to adopt theoretical constructs from behavioural job satisfaction literature also. According to Fiorito et al. (1988. p. 294), “job satisfaction and other behavioural and attitudinal phenomena...have served as central components in studies of worker attitudes toward unionization”. Fiorito et al. (1988) further notes that little has however been done to extend such study to encompass workers’ satisfaction with their unions. According to Sharma and Chandra (2004, p. 315), proponents of the discrepancy theory “argue that satisfaction is the function of what a person actually receives…and what he should receive or what he expects to receive. When the actual satisfaction derived is less than expected satisfaction, it results in dissatisfaction”. It is assumed therefore that, the expectation of the union members is that their joining or association with a certain union in their trade or industry should bring maximum benefits.

Consumer Choice Theory In a bid to further galvanize the conceptual underpinnings related to labour union effectiveness, this study was also motivated to place its theoretical base on the Consumer Choice Theory. This theory, which is deep rooted in microeconomic theory, postulates that a consumer’s propensity to purchase is based upon that consumer’s rational choice (Levin and Milgrom, 2004). According Browning et al. (2000), the consumer choice theory has been applied to collective action in order to understand actions of individuals in groups like trade unions. “Trade unions, political parties, business enterprises, and other organisations may, then, all figure as actors in rational choice theories.” (Browning et al., 2000, p. 132). Building on further, Browning et al. (2000), observes that, collective action is sustainable only through the labour union’s selective incentives. This therefore

follows that the labour unions, in order to sustain membership should ensure that it negotiates for better wages and conditions of employment accordingly. In this regard, the benefits that the workers accrue as a result of the unions negotiating power, is what will attract new members (Browning et al. (2000). “Union membership is a rational choice for individuals if a ‘closed shop’ can be enforced, if pay rises are restricted to union members, or if unions can offer advantageous insurance or legal advice to their members” (Browning et al., 2000, p. 133). According to Farber and Western (2003, cited in Bryson, 2003, p. 5), “within a consumer choice theory of union joining behaviour, higher union effectiveness implies higher returns to membership net of costs.” Thus according to Bryson (2003), a union is not effective unless it is able to deliver to members tangible benefits in terms of better wages, better work and working conditions, and other fringe benefits. Thus, it is only logical that union members will remain loyal and committed as long as the union fulfills its mandate effectively. The members in this regard ‘pay’ for their membership through monthly subscriptions and hence, they expect to benefit through effective representation.

2.3

Definition and different forms of labour unions

It is perhaps inconceivable to imagine the world of work without workers’ representatives or labour unions. According to McIlroy (1995, p. 1) “Trade unions are inseparable from the society in which they are created and recreated.” Thus, trade unions are deeply imbedded in the traditional world of work system. According to the International Labour Organization (2013), a trade union is defined as an organization comprising of workers as members from different trades, occupations and professions with the major mandate of representing the members in matters pertaining to their welfare at the place of work or wider society. “It particularly seeks to advance its interest through the process of rulemaking and collective bargaining” (ILO, 2013). Further in amplification according to the University College Union [UCU] (2013), representation in this regard might mean someone from the union meeting the company or organization ‘s management on behalf of the members, or the union taking up a problem with the employer for the member. As matter of fact, trade unions are organizations formed by workers with a common goal of protecting their common interests; hence the formation of trade unions is founded and

revolves around that common goal of fostering collective workers’ interests (Sinha et al., 2013). Generally trade unions wherever they have existed have tended to share distinguishing characteristics. According to Barpanda (2013) the following are the common characteristics of trade unions: Workers who join trade unions do so voluntarily and not under coercion. This henceforth confirms trade unions as voluntary associations for both employers and employees. Trade unions are not loose associations or organizations; rather, they are permanent associations, some which have defied olds and existed for a long time. These associations are formed as a result of the collective action of workers. The ‘sacred’ and most prominent role of trade unions is to protect and promote wider interests of the workers. Trade unions are ‘malleable’, and not rigid organizations. Henceforth, they are able to adopt and change in tandem with the changing legal, social, political and economic environment. Trade unions are intermediaries between the workers and management and are therefore required to work with management in order to foster good work and working conditions. While the motive for the formation of trade unions revolves around the core foundational base of promoting and/or fostering workers’ collective interests, as different authors have so far intersected, workers however, have differing interests to promote and protect (Sinha et al., 2013). As Sinha et al. (2013, p. 23) rightly notes, “due to this divergence, a variety of structural types of union has emerged.” Based on the foregoing, it is highly probable that workers in a certain craft, profession or industry might find it advantageous to form and belong to a certain particular trade union in their craft, profession or industry. However, it is not conclusive that workers in a particular craft, profession, or industry could just be confined to a certain particular union. It is therefore however not uncommon to find workers from different crafts, professions, industries, employers or locality to opt to belong to one union (Sinha et al., 2013). Scholars over the years have identified and categorized trade unions in the following manner (Amos et al., 2009; Eurofound, 2009; Sinha et al., 2013):

Industrial unions Industrial unions are very common in many countries and are organized based on a particular industry or sector like mining, agriculture among others. This type of union organization in a particular industry is not organized based on any craft, but workers are organized based on industry regardless of skill or craft. It is in this category that MUZ falls into; because it is organized based on the mining industry and despite the homogeneity of the trade union itself, the membership is however heterogeneous.

Craft unions While industrial unions base their membership on a particular industry regardless of the level or skill, craft unions are organized based on skill, craft or occupation. Thus this type of union draws membership from skilled employees in a particular craft like welders, builders etc. While craft unions are confined and restricted to a certain skill, craft or occupation, its recruitment strategy usually cuts across industries. The only unifying factor in regards to craft unions is therefore, only the skill and not industry. One common feature of such type of unions is that they usually tend to be small.

General unions General unions as the name indicates and in contrast to the others afore discussed draw membership from a cross section of industries, crafts and/or employment. Therefore such general unions have no restrictions in regards to membership and operate as open shops. General unions therefore because of their open feature tend to be very large and requires union members to display a high degree of consciousness.

Professional unions Professional unions are very closed and they tend to restrict their membership to particular professional occupations. As a precondition, members in professional organizations are required to posses a certain level of professional competence.

Professional unions due to their restrictive nature tend to be very small in comparison to other types.

The role of trade unions and why workers join labour them To further inform this study, a segment on the role of labour unions and why workers join them was included. It is difficult to measure for example what constitutes union effectiveness, if the main functions of unions are not clearly identified. However it seems, the role of unions is a direct reflection of why workers join unions. As organizations representing workers, trade unions are an integral component of the industrial relations system in which they thrive and are henceforth based upon specific objectives or goals (Ghosh et al., 2009). Further according to Ghosh et al. (2009, p. 38) “trade unions are a legitimate system for organizing workers to voice their rights and grievances.” Sheth (1993) cites protection and promotion of workers’ rights as the primary role of unions. Further, according to the ILO (2013) and Ghosh et al. (2009, p. 39) the following are the primary roles of trade unions: •

Political role, using collective power to influence decisions on behalf of members and the wider society;

•

Market role, by intervention through wage bargaining and thus impacting on the economy;

•

Regulatory role by setting standards in relation to jobs and terms and conditions;

•

Democratizing role, in creating industrial democracy at work place;

•

Service role, in promoting the interventions of members;

•

Enhancement role in helping to develop the human potential of members; and

•

Welfare role in providing assistance to particular groups.

•

To improve working and living conditions and to represent workers’ interests in various fora (Freeman and Medoff, 1984, cited in Ghosh et al., 2009).

•

To offer responsive cooperation in improving levels of production and productivity, discipline, and high standards of quality.

•

To promote identity of workers’ interests with their training.

•

To cooperate in and facilitate technological advancement by broadening workers’ understanding.

Apart from the immediate forgoing primary roles, which trade unions play in the world of work, there are also other ancillary roles performed by the trade unions such as communication, welfare, education and research activities (Monappa, 2000, cited in Ghosh et al., 2009). Through communication, unions are able to propagate and clarify information about their activities and policy. Through welfare activities, the labour unions are able to help their members in such matters as housing for example in quest to improve the members’ quality of life. Labour unions do not exist in an industrial and/or organizational vacuum. Wherever they exist, they draw membership from workers in those organisations or industries. One-dimension therefore to understanding union members’ attitudes towards their representative union are to probe why workers opt to belong to one (Haberfeld, 1995). Haberfeld notes that workers join unions due to discontent regarding working conditions and hence perceive joining unions as a way to unify their voice collectively in order to counter management and exterminate factors which exacerbate job dissatisfaction (Freeman and Medoff, 1984, cited in Haberfeld, 1995). “An employee’s initial interest in unionization is based on dissatisfaction with working conditions and a perceived lack of influence to change those conditions” (Brett, 1980, p. 48). Further, Brett observes that dissatisfied employees’ probability of joining a union for example, is based upon their perception that collective action will yield more good than bad results compared to individual action.

For Perlman (1928, cited in

Haberfeld, 1995, p. 657), “workers join unions in order to obtain job security and better employment conditions”.

Another important dimension to factors, which motivate

workers to join unions, Haberfeld observes, is union provision of fringe benefits like medical aid, credit union facilities, and representation during grievance proceedings among other benefits. The conclusion of this segment is that the role of labour unions will determine in a way, why the union members join them.

2.4 Conceptualizing organizational effectiveness Organizational effectiveness has been defined in a myriad of forms, and there seems to be no consensus as to what constitutes a more universally agreeable definition (Zammuto, 1982; Gibson et al. 1991). However, organizational effectiveness according to Zammuto and Gibson can be defined as the extent to which an organization is able to realize its

objective goals in line with its mandate. Thus “what we mean by effectiveness…is the accomplishment of recognized objectives of cooperative effort. The degree of accomplishment indicates the degree of effectiveness” (Gibson et al., 9991, p. 30). In organizational and management studies, this is termed as the goal approach model and its construct is based on proposition that “an organization is effective to the extent that it accomplishes its stated goals” (Cameron, 1986, p. 542). Thus, according to Cameron, the goal approach model thrives in situations where the intended goals are unambiguous, universally agreeable, to be attained within a specified period and can be measured. Despite that other organizational effectiveness models exist, like the systems model, internal process model among others, the goal-oriented model seems to be in tandem with this study squarely. The above immediate foregoing was a general attempt to conceptualize

organizational

effectiveness

generally.

Based

on

the

general

conceptualization of organizational effectiveness, the paper delved to conceptualize union effectiveness. According to Clark (2013, p. 5) “the term ‘union effectiveness’ is significantly more difficult to define…” However, according to Clark (2013), the overarching goal of unions, it could be argued, is social and economic justice. This goal nevertheless, Clark (2013) observes, is too broad to be useful. He argues that, there is a possibility that specific measures of effectiveness could be identified, which encompass realization of stated goals related to collective bargaining and survival of the organization. Clark (2013, p. 5) further notes and reiterates that, “union effectiveness is a highly complex, highly dynamic concept.” Therefore, many factors would be considered in the quest to determine an effective union. Union leaders and members have tried to define union effectiveness, and perhaps it could be prudent to assess the common elements based upon their definition (Clark, 2013). In a study, Fiorito et al. (1991a); Barling et al. (1992); Hammer and Wazeter (1993) and Fiorito et al. (1995b), cited in Clark (2013) identified three general measures through which union effectiveness could be determined. These three yardsticks identified through these three studies are union’s ability to organize new members, the outcomes of its collective bargaining efforts and the union’s effect on society as a whole. What makes unions effective in the eyes of employees has not been researched on extensively (Bryson, 2003). Bryson (2003) observes that this lack of interest in labour union effectiveness is surprising given the

dwindling union membership. According to Bryson (2003), unions need to identify practical methods like improving the perception of employees regarding union effectiveness as one way to recruit and retain membership. Bryson (2003) identified two broad category types of union effectiveness:

1. Union organizational effectiveness: This category type encompasses the factors, which give the union the mandate or ability to represent its members by virtue of its health state as an organization. Further Bryson (2003, p. 5) breaks down union organizational effectiveness into the following dimensions: •

Unions’ ability to communicate and share information

•

Usefulness of unions as a source of information and advice

•

Unions’ openness and accountability to members

•

Union responsiveness to members’ problems and complaints

•

The power of the union

•

How seriously management have to take the union

2. Union’s ability to improve work and working conditions According to Bryson (2003), the union’s ability to improve work and working conditions can also be broken down into the following dimensions: •

Getting pay increase

•

Offering protection against unfair treatment

•

Working with management for improved performance

•

Increasing managerial responsiveness to employees

•

Making the workplace a better place to work

•

Promotion of equal opportunities

According to Bryson (2003), the two types of effectiveness, signal a union, which is successful in representing its members in matters that concern them. Therefore, suffice to state that the two categories of union effectiveness as propounded by Bryson (2003) were adapted in this study in order to evaluate the effectiveness of the Mine Workers’ Union of Zambia (MUZ).

2.5 The Zambian national and international legal framework regarding trade unionism This segment attempted to briefly state the Zambian legal framework regarding trade unionism. The Constitution of Zambia forms the basis upon which the fundamental rights of association to belong to any organization are founded upon. Part III and Article 21, sub-article (1) of the Constitution of Zambia provides that “no person shall be hindered in the enjoyment of his freedom of association…and in particular to form or belong to any…trade union for the protection of his interests.” (FES, 2003). There are also other pieces of legislation in their diversity, which directly impinge on the industrial relations system in Zambia; like the Employment Act, The Employment of Young Persons and Children Act, The Minimum Wages and Conditions of Employment Act, as well as the Occupational Health and Safety Act. Hinging heavily on the Zambian Constitution, trade unions in Zambia are formed in accordance with the provisions of the Industrial and Labour Relations Act (ILRA), Chapter 269 of the laws of Zambia. This Principal Act, in regard to industrial relations system in Zambia, provides for the legislative framework regarding the formation, registration and general operations and management of trade unions. It also sets the road map for strike action, collective bargaining, industrial dispute resolution, and also the tripartite consultative mechanism (FES, 2003). Part two; Section 5 of the ILRA (p. 9) stipulates that the employee has the right: •

To take part in the formation of a trade union;

•

To be a member of a trade union of that employee’s choice;

•

To at any appropriate time, take part in the activities of a trade union…

•

Not to be a member of a trade union or to be required to relinquish membership;

However, the list is not exhaustive since other clauses cannot be applied for this study’s purpose. Part 1 of the above identified law defines an employee as any person who has entered into, or works under, a contract of employment with an employer whether such contract is express or implied, oral or written; while employer is defined as any person who, or body of persons, firm, company, corporation or public authority who is placed in

authority over the persons employed. Meanwhile, trade union is defined, according to ILRA as any group or organizations of employees registered as a trade union under this Act (ILRA) whose principal objectives are the representation and promotion of interests of the employees and regulation of relations between employees and employer. Regarding obligations of employees in respect of trade union and its activities, Section 6 of Cap 269 of the laws of Zambia, stipulates that it is the obligation of every worker to cooperate in all matters of common interest for the sake of industrial harmony. Zambia as an independent sovereign state is a bonafide member of the international global community. As such, it subscribes to various international legal instruments regarding industrial and labour relations as enshrined in the various international Conventions and Recommendations of the United Nations’ (UN) International Labour Organization (ILO). As a member of the international community, Zambia has been a member of ILO since 2nd December 1964. Since joining the ILO, Zambia has adopted and ratified 43 ILO Conventions; which are aimed at improving labour standards and rights at work. Out of the 43 Conventions ratified by Zambia, 39 Conventions have been domesticated and incorporated into the local national legal framework and are therefore in force currently (ILO, 2012). Zambia has also realigned its national industrial and labour relations legal framework with the ILO’s Core eight (8) Conventions. The eight Core ILO Conventions include the following: 1. Convention No. 87: Freedom of Association and Protection of the Right to Organize Convention, 1948; 2. Convention No. 98: Right to Organize and Collective Bargaining Convention, 1949; 3. Convention No. 138: Minimum Age Convention, 1973; 4. Convention No. 182: Worst Forms of Child Labour Convention, 1999; 5. Convention No. 29: Forced Labour Convention, 1930; 6. Convention No. 105: Abolition of forced labour Convention, 1957; 7. Convention No. 100: Equal Remuneration Convention, 1951; 8. Convention No. 111: Discrimination (Employment and Occupation) Convention, 1958.

Therefore, unions in Zambia are organized in line and in cognizance of these International Labour standards. Trade unionism in Zambia is henceforth organized in line with Convention No. 87 (Freedom of Association and Protection of the Right to Organize Convention, 1948) and Convention No. 98 (Right to Organize and Collective Bargaining Convention, 1949). In accordance with Convention No. 87, workers and employers in Zambia, without distinction in anyway, have the right to establish and join organizations of their own choice. This is reflected in the above quoted Section in the Zambian ILRA. Further under Convention No. 98, workers shall enjoy adequate protection against acts of anti-union discrimination in respect of their employment (ILO, 2012).

2.6 A general overview of the labour movement in Zambia Before the advent of plural politics in 1991, the labour movement in Zambia spoke with one strong voice through its umbrella body, the Zambia Congress of Trade Unions (ZCTU). However after 1991, with the ushering in of another government led the Movement for Multiparty Democracy (MMD) in 1992, the labour movement scenario in Zambia had completely changed and their was no single union identifiable which stood out amongst the rest (FES, 2013). Further, another umbrella organization, the Federation of Free Trade Unions of Zambia (FFTUZ), emerged. This further exacerbated the already weakened and fragmented labour movement in Zambia and instead of working together, the ZCTU and the newly formed FFTUZ existed as bitter rivals (Rakner, 2003). The new amendments to the law also promoted the existence of many unions, at olds with the old law, which favored a one industry one union policy (FES, 2013). The labour movement in Zambia has been experiencing a decline in membership and influence generally especially between 2006 and 2010 (ILO, 2012). Like in other African countries where neo-liberal economic policies had been adapted and implemented, Zambia too followed in the same vein. These policies, henceforth, resulted in privatization of state owned enterprises (Rakner, 2003). Before the privatization of the government run state enterprises, the Zambian labour movement was at its zenith as regards to its power and influence. However, privatization resulted in substantial loss of jobs to many Zambians in the formal economy. This drastically reduced the membership of trade unions in Zambia (Rakner, 2003). In addition to the erosion of union

membership, the labour movement in Zambia experienced a sharp split which left it severely weakened. “…The split of the trade union movement indicated a division on economic reforms” (Rakner, 2003, p. 98). Further, the Zambian labour movement landscape was scathed as alluded to earlier by economic reforms and a liberalized plural political environment. In Zambia, the labour movement has lost its vibrancy as a result of failure by union members to hold their leaders accountable for failing to represent them effectively (The Post, 2012). Further, the vibrancy of the labour movement in Zambia has been eroded due to fragmentation, which has rendered it partially impotent to be able to fight effectively for workers’ interests (The Post, 2012). The general situation of the labour movement in Zambia since 1991 through to the Fourth Republic is in a dismal state mostly due to its weakened state and hence lack of ability to effectively champion the cause of its members (FES, 2011). Further, FES observes that government interference in the affairs of the labour movement has eroded its vibrancy. Union leaders as earlier alluded to have concentrated on championing their own agendas, at the expense of effectively representing the interests of their members. It is also not in contention that the labour movement in Zambia no longer possessed the solidarity it was characterized with before the introduction of plural politics and liberalization of the economy. To cap it all, FES (2011) further observed that the labour movement in Zambia was ‘dead’. Despite the foregoing dismal discourse, the Zambian labour movement has however scored some success. As has been already mentioned afore, the Zambian labour movement, through its mother body, the ZCTU was before 1991 regarded as one of the most powerful labour movements in sub-Saharan Africa (Rakner, 1992; Buhlungu and Adler, 1997; cited in Rakner, 2003). Further, Rakner (1992) observes that, the labour movement in Zambia was one of the most effective movements against colonial rule and played a cardinal role in the liberation struggle. It was also the labour movement, which provided the organizational base to counter the single party rule of the United National Independence Party (UNIP) of the former president Kenneth Kaunda; which eventually culminated in the MMD coming into power in 1992. According to Phiri (2013, p. 408) “the background of the trade union movement in Zambia demonstrates a commitment by

trade unions to effectively represent their members.” The labour movement in Zambia has also played a vital role in educating its members through various educational programmes (Phiri, 2013). Further according to Phiri (2013), the labour movement has provided its members with financial and technical assistance in issues related to workers’ rights and collective bargaining. Further, materially, the labour movement has supported its members during times of bereavement. The labour movement has also helped its members with grievance handling and legal support. To further support membership, the labour movement in Zambia in the early 2000s introduced loan schemes to benefit its members (Phiri, 2013).

2.7 The Mine Workers Union of Zambia (MUZ) MUZ has occupied quiet a prominent role in the industrial relations system in Zambia. Its influence and power in the labour movement over the years cannot therefore be overemphasized. Established in 1948 as the Northern Rhodesia African Mineworkers Union (NRAMWU), MUZ has evolved over the years and has continued to occupy a key role in the labour movement in Zambia. Earlier in 1967, NRAMWU was reconstituted and reborn to the present MUZ. This was after the amalgamation of two staff associations (PWYP, 2014). According to PWYP (2011), MUZ currently operates through thirty-six (36) branches countrywide, having Recognition Agreements encompassing 23, 000 members approximately. In terms of representation, MUZ is one of the key and most vital bargaining agents in most major mining companies in Zambia. Rule three (3) of MUZ’s constitution outlines its objectives and values as: “To secure the complete organization in the union of all workers in the Republic employed in the Mining and Allied Industries and also to obtain and maintain just and proper rates of wages, hours of work, housing and other conditions of labour and generally to protect and promote the interests of members” (cited in PWYP, 2011). Simply stated MUZ’s mandate include some of the following: To regulate the relations and to settle disputes between members and employers… To provide for members any or all of the following benefits: Relief in sickness, accidents, disablement, distress, unemployment, victimization trade disputes;

Legal advice and legal assistance where necessary as provided for in the rules; Funeral expenses in respect of deceased members; where there is no assistance from the employer; To secure the promotion of legislation in the interests of the members; To undertake the instruction and education of its officers and members through meetings, classes, further studies and monthly bulletins reporting activities of the union. As an organization representing workers in the mining and allied industries, MUZ lists the following as some of the benefits at its members’ disposal (PWYP, 2011): Engaging in meaningful collective bargaining; Upholding employee rights and interests; Reasonable living and working conditions; Safe and health work environment; Access to educational or capacity building training workshops; Provision of essential commodities such as mealie meal (maize flour) through credit facility; Exposure visits; Assistance during certain social hardships; Joint safety and occupational audit, training and awareness raising to ensure safe working practices. In terms of organization and management structure, at national level, MUZ is presided over by the National Executive Board. The national executive board oversees the affairs of the union on daily basis. The national executive board of MUZ comprises of the following officers who are elected every after fours. In the past they were elected through the Biennial conference and in the future through the Quadrennial conference by union delegates drawn from all branches and structures of the union (PWYP, 2011): The union president: The union president is the top most union national executive officer that superintends over the general administration of the union on full time basis. He is elected for a four-year term through the quadrennial congress.

The Secretary General: The secretary general is also an elected full time member of the national executive committee and is the Chief Executive Officer of the union. He or she oversees the daily operations of the union secretariat and is assisted by the Deputy General Secretary. General Treasurer: The General treasurer is also a full time elected member of the national executive board. He or she superintends over the properties, financial books, commercial and business entities, and all funds regarding the union. Deputy President: The deputy president is a part-time elected member of the national executive committee. He or she is mandated to perform routine union duties as assigned to them through the secretariat as well as their superior officers. Deputy General Treasurer: Like the Deputy President, the Deputy General Treasurer is a part-time elected member of the national executive committee who performs routine tasks as assigned through secretariat and their superiors. National Trustees: The national executive board comprises of three elected part time trustees. The national trustees are the ultimate custodians of all union properties and perform union duties from time to time as assigned by the union. Apart from the above elected national executive members, the union also employees a host of non elected cadre of technocrats in charge of various departments and support staff in the following manner (PWYP, 2011): Research, information, training and job evaluation; Workers education, recruitment and organization; Co-ordinator for business counseling…’ Occupational Health, Safety and Security in the mines; General Administration; Accounts department; Support staff comprising of security personnel and cleaning staff’ Full time Organizing Secretaries at all branches;

MUZ Organizational Structure

Figure 2 Source: MUZ Secretariat

In terms of representation according to PWYP (2011), MUZ has a representation in thirty-six (36) branches with comprising of approximately 23,000 members. With representation in 36 branches, MUZ has twenty-seven (27) collective agreements regarding its 23,000 members. Regarding representation according to PWYP (2011), MUZ is the biggest union in the Zambian mining sector, and boasts of majority membership. In terms of collective bargaining, MUZ is the representative and bargaining agent in about fifteen leading mining companies in the mining sector.

CHAPTER THREE - RESEARCH METHODOLOGY 3. Introduction This chapter outlines the methodological research techniques and strategies that were used to achieve the objectives of this study. Being as it was, this study used scientific techniques to arrive at the conclusions and/or observations, which it envisaged to achieve from the onset. This chapter therefore explores the road map-which was applied through this study to achieve the intended aims.

3.1. Research approach and philosophy According to Saunders et al. (2011), a particular research philosophy adopted by a researcher conjures vital supposition(s) regarding the researchers’ perception of his or her observable environment. As such Saunders et al. (2011) further observes that the temptation to regard one research philosophy as better than the other is great. However, each research philosophy is expediently vital in as far as achieving the intended research purposes are concerned. Further reinforcing this view, Greener (2008) observes that despite researchers applying themselves to objectivism in their work, it is however vital to assert that a totally impersonal and objective research is impractical. This study therefore despite, leaning more towards the epistemological philosophical consideration, was also however influenced by ontological philosophical considerations. This study was epistemological in that it adopted a positivist position. Positivism leans in one way on the premise that scientifically objective statements can be distinguished from subjective statements (Bryman and Bell, 2007). This study therefore involved investigating/evaluating the effectiveness of an active workers’ organization through answering questions and testing hypothesis. This study was also deductive in that it involved looking at various theories which culminated into framing and testing the validity of theory and hypothesis.

The process of deduction

Figure 3 Source: Bryman and Bell (2007, p. 11)

3.2

Quantitative versus qualitative

This research study involved the application of both quantitative and qualitative approaches. Despite that the approach was more quantitative orientated, qualitative data was also used to support and reinforce the study. “A quantitative approach to research is likely to be associated with a deductive approach to testing theory, often using number or fact and therefore a positivist or natural science model, and an objectivist view of the objects studied” (Greener, 2008, p. 19).

The process of quantitative research

Figure 4-Source: Saunders et al. (2011)

3.4. Primary and Secondary data Secondary data This study involved an extensive utilization of both primary and secondary sources in its approach. According to Saunders et al. (2011, p. 258), “secondary data include both quantitative and qualitative data...” Secondary data might be raw, meaning that it was unprocessed and/or compiled, having undergone summarizing and selection (Kelvin, 1999; cited in Saunders et al., 2011). Primary data was the main source of information, which was used to achieve the purpose of this research. As such, it was collected through questionnaires and analyzed using the Statistical Package for Social Sciences (SPSS).

3.5 Research design formulation This section outlines how this whole study was planned and executed. A research design is simply the master plan or road map for the research (Greener, 2008; Saunders, 2011). The research design, which was applied for this research, also influenced the decisions for the tactics, which were utilized for this research (Saunders, 2011).

3.5.1 Descriptive and Exploratory research studies This research study was more exploratory and descriptive. According to Robson (2002, p. 59; cited in Saunders et al., 2011), “the object of descriptive research is to portray an accurate profile of persons, events or situations. It was also exploratory in that the study

sought to find out what was happening since the issue of trade union effectiveness in the Zambian mining industry has not been studied extensively before going by the scarcity of both published and unpublished data on this topical area. According to Saunders et al. (2011, p. 139), “an exploratory study is a valuable means of finding out what is happening; to seek new insights; to ask questions and to asses phenomena in a new light.”

3.5.2 Research strategy This segment describes the research strategy that was employed during this study. According to Yin (2003; cited in Saunders et al., 2011, p. 141), “each strategy can be used for exploratory, descriptive and explanatory research.” For the purpose of this study, the survey research strategy was employed. The survey research strategy was employed during this study because it involved selecting a non-probability random sample of subjects from the Mine Workers’ Union of Zambia (MUZ). This research strategy was also in tandem with the descriptive and exploratory research approaches described in the previous segment. It was also employed because it is one of the most prominent strategies employed in the positivist methodologies where this study falls. Survey strategy enables the researcher to collect data quantitatively, which can be analyzed through inferential and descriptive statistics and usually data is collected using standardized questionnaires (Saunders et al., 2011).

3.5.3 Description of the target population Population in research is “basically, the universe of units from which the sample is to be selected (Bryman and Bell, 2007, p. 182). Population can also be defined as the “full set of cases from which a sample is taken…” (Saunders et al., 2011, p. 212). The target population for this research study was the subscribing members of the Mine Workers’ Union of Zambia (MUZ) at the Mopani Copper Mines Plant (MCM) in the town of Mufulira. Currently, there are about 5,000 employees under Mopani at Mufulira Mine site (Wikipedia, 2013). From the 5,000 MCM employees at Mopani, MUZ has approximately 1,800 full members. Therefore, the population from where the sample was derived from was 1,800 (MUZ, 2014). Despite that MUZ has about 23, 000 members in the Zambian mining industry (PWYP, 2013), the population targeted was only from

Mufulira. Apparently Mufulira MCM site has the second concentration of members besides Nkana Mine site in the town of Kitwe.

Case or element Figure 5 – Adopted from Saunders et al. (2011, p. 211)

3.5.4 Sample size determination and method A sample is “the segment of the population that is selected for investigation” (Bryman and Bell, 2007, p. 182). Therefore, a sample is a subset of the entire targeted population. The sample would therefore enable the researcher to make generalizations or conclusions regarding the entire population (Sekaran, 2006). In this study, the sample was drawn from the population of about 1,800 MUZ members at MCM Mufulira mine plant. All the targeted elements were from MUZ only. Apart from MUZ, cognizance was taken with realization that there are also employees belonging to other unions. These were however, never targeted because this study exclusively targeted MUZ. Therefore, the sample size for this study was calculated using the Macorr Research Solutions Online Sample Size Calculator at (http://www.macorr.com/sample-sizecalculator.htm). Henceforth, with the Confidence level at 95%, Confidence Interval at 5% and Population at 1,800, the Sample for this study was 317.

3.5.5 Sampling technique There are basically two sampling techniques, which researchers can employ in their studies. These are probability or representative sampling as well as non-probability or judgmental sampling (Saunders et al., 2011). A probability sample is a sample, which has been selected random. Through probability sampling, each element in the sampling frame has equal chance of being selected unbiased. On the other hand a non-probability sample is a sample, which has not been selected using a probability random selection criteria (Bryman and Bell, 2007).

Figure 6-Sources: Research-Methodology.net

In this research study, a combination of purposive, snowball and convenience/haphazard non-probability sampling techniques were used. Purposive sampling enables the researcher to select cases, which could answer the questions and satisfy the objectives of the research. On the other hand, “a convenience sample is one that is simply available to the researcher by virtue of its accessibility” (Saunders et al., 2011; Bryman and Bell, 2007, p. 197). A snowball sample is one where the researcher makes initial contact with a few people relevant to the research, which in turn makes contact with others (Bryman and Bell, 2007). This was of course against the earlier plan of using the simple random probability technique. The reasons why non-probability sampling technique was used in this study are as follows:

Time factor: Given the limited time period within which the data was supposed to be collected, it was totally impossible to use a probability sampling technique. This would have meant extending the period for data collection alone to about three months. Security at the mines: Mining sites world over are highly security sensitive. Therefore it was very difficult to gain full access into the mine operational areas where miners are found. Therefore, it was not possible follow randomly selected MUZ members in the their operational areas. It was not possible to distribute the questionnaire inside the mine area due to revised safety and security measure. Even if probability random technique had been used, it was very difficult to find the selected subjects due to operational shifts, which span a 24-hour period. Moreover Mufulira MCM site is an underground mine; hence it is very restrictive to non-miners who do not understand full mining safety measures. In order to collect the data therefore, a combination of purposive, snowball and convenience/haphazard non-probability sampling techniques were used as follow: I personally contacted and met with the MUZ Secretary General and his staff to whom I explained my purpose and aim regarding my research. MUZ Secretary General linked me to the Mufulira Branch MUZ chairperson and his secretary, to whom; with the help of the Company Employee Relations Officer I also explained my research aim and purpose. The Employee Relations Officer thoroughly explained that it was not possible for me to personally administer the research instrument within the mine premises because the security measures had been tightened more. Therefore the only possible way was to give questionnaires to the two Branch officials who also distributed to their members. The MUZ Mufulira Branch officials agreed to distribute the questionnaires to their members dotted in various departments. Some questionnaires were also distributed through snowball like technique. Through this technique, other MUZ members’ acquaintances were contacted

and requested to answer the questionnaires. These were then requested to distribute other questionnaires to their fellow members. This was how the study went about collecting the data for this research.

3.5.6. Data collection technique There are several data collection techniques, which researchers can employ. As already alluded to, the data sources are two fold, primary and secondary. Secondary data is information, which the researcher gathers from other already established sources. Primary data on the other hand is information the researcher gathers him/herself through various ways (Sekaran, 2006). For the purpose of this study, the instrument used to collect the data was the selfcompletion questionnaire. A Questionnaire is “a general term to include all techniques of data collection in which each person is asked to respond to the same set of questions in a predetermined order (deVaus, 2002; cited in Saunders et al., 2011, p. 360). The questionnaire was designed mainly with closed ended questions and few open-ended ones. The questions where designed based on the five-point Likert scale format. To collect the data, more than 300 questionnaires were distributed to MUZ members. From the initial 300 questionnaires distributed, only 220 were returned completed. About ten questionnaires were discarded because they were incomplete. The rest were not returned. This therefore put the response rate at about 73%.

3.5.7 Data analysis In its raw form, quantitative data is meaningless, unless it is processed and analyzed in a way that it is able to convey meaning. “These data, therefore, need to be processed to make them useful, that is, to turn them into information” (Saunders et al., 2011, p. 414). Therefore, the data, which was collected for this research study, was analyzed using Statistical Package for Social Sciences (SPSS). Through this data analysis technique, information for this study was presented in form of graphs, tables, and charts regarding the main findings of this study. Correlation analysis was also applied in order to test the correlation between two variables or more (Weathington et al. (2012). Further, Weathington et al. notes that

correlation coefficient usually takes on values between -1 or +1. A value of +1 represents perfect positive correlation and -1 perfect negative correlation.

Adapted from Weathington et al., 2012

Adapted from Weathington et al., 2012, p. 91)

Reliability analysis is vital in research in order to determine internal consistency or reliability of the measurement of the concept. Thus reliability is the degree to which results of a certain measurement could be replicated with consistency (Bryman and Bell, 2007). “A measure is reliable when different attempts at measuring something converge on the same result (Zikmund et al., 2012, p. 301). The test of reliability which was utilized for the purpose of this study was the Cronbach’s Alpha model. Cronbach’s Alpha model, according to Bryman and Bell (2007) actually calculates the mean estimate of reliability coefficients. “A computed alpha coefficient will vary between 1 (denoting perfect internal reliability) and 0 (denoting no internal reliability” (Bryman and Bell, 2007, p. 164).

CHAPTER FOUR - EMPIRICAL LITERATURE REVIEW This chapter was an attempt to explore secondary data on trade union effectiveness done by other scholars. This was however despite the apparent dearth/scarcity of data regarding this area. Even though some studies, which were reviewed, have spanned decades, there value to this study cannot be overemphasized. This chapter was included because it will help galvanize and henceforth reinforce this study even more. Conceptual and empirical analyses in industrial relations of union effectiveness have lagged behind (Frege, 2002). According to Frege (2002), the evaluation of union effectiveness has usually involved examining quantitative indicators of union density and wage levels. This one sided evaluation Frege notes, is however detrimental in that it overlooks other equally important trade union effectiveness indicators like members participation or the union’s ability to bargain and manage crisis (Hammer and Wazeter, 1993; cited in Frege, 2002). In a research survey involving 173 respondents from unionized companies in the metal and electrical industries in Hungary and Slovenia, Frege (2002) found out that the most vital determinants of union effectiveness, were trust in management and the union members’ commitment to the union. This research study, whose core purpose was to study a process-oriented concept of local union effectiveness based on leaders’ influence on management and their perceived strength, also found that trust, rather than reciprocity of feeling between the trade union and the members was the most important determinant of effectiveness. Further, this study found that organizing and mobilizing union members should be the central theme of any strategy focused towards revitalizing the union, which was also in tandem with mobilization theories. In another study involving the examination of the delivery effectiveness of an in-house union in relation to its organizing effectiveness, Mohamed et al. (2010), discovered that there is a positive relationship between union delivery effectiveness and union

organization. The study also found that there was a higher coefficient between communications within the union and union delivery effectiveness. This result according to Mohamed et al. (2010) was an indication that for the union to be very effective in delivering for improved work and working conditions, the unions should ensure that they have an effective communication mechanism within the union itself. Further according to Mohamed et al. (2006), the findings further shed light on the premise that communication within the union, as an organization was the most important factor in fostering the union’s ability to delivery for improved work and working conditions. Communication increased the union’s effectiveness to deliver because communication cultivated the culture and structure of relationships within the union. Further communication afforded the union members an opportunity to have a say on work place issues as well as their perception regarding the union’s ability to deal with those issues (Mohamed et al., 2010). In this study which involved 415 respondents from a Malaysian manufacturing company specializing in tire production, the study found that the union is most organized in terms of its communication within the union and least organized in terms of its power. On the other hand, the study found that the union was least organized in terms of its power. Furthermore, the study found that respondents generally felt that the union effectively delivered in regards to its delivery effectiveness. The results also indicated that communication within union and union understanding of employer’s business; were the two dimensions that significantly predicted union effectiveness (Mohamed et al., 2010). In another study, Charlwood, (2001) investigated the influences on trade union organizing effectiveness in Great Britain using the 1998 Workplace Employee Relations Survey, the National Survey of Unions and the Trade Union Congress (TUC) focus on recognition surveys. The results of the study indicated that the trade union’s sophisticated union organizing influenced union organizing effectiveness and particularly external organizing effectiveness more. The study however discounted earlier held assertions that innovation in organizing and recruitment was associated with increased organizing effectiveness. This also was at variance with another study by Fiorito et al. (1995), which found that innovation was correlated with organizing effectiveness among US unions (Charlwood, 2001).

In another study, Bryson (2003) investigated the effectiveness of trade unions in the United Kingdom based on the 1998 Workplace Employee Relations Survey (a nationally representative survey of workplaces with ten or more employees covering all sectors of the economy except agriculture). Through this analysis, the study found that where employees felt they had the required strength and received support from the employer, the unions were more effective in sharing information. However, in regards to the union being a useful source of information and advice, this study found that employees did not regard the union as a valuable source of information about their employers. According to the study, instead of relying on their unions, the employees/union members relied on coworkers, printed material, friends, manager or supervisor for information and advice. However, regarding advice on their rights at work, the study found that the union members regarded their unions together with their supervisors and/or managers as their reliable source. In regard to union responsiveness to members’ problems and complaints, the study found that most union members regarded their trade unions to be responsive to their problems and complaints. A note worthy trend from the immediate afore said was that ex-members are more likely to agree with this statement than never-members. This according to Bryson (2003) could be construed as that lack of responsiveness to their problems and complaints could have compounded their departure from the union. Further according to Bryson (2003), in regard to the seriousness with which management treats the union, his study found that where employees perceived that management took their union seriously reflected on the organizational strength of their union. Most union members also believed that their unions understood and had excellent or good knowledge about the their employer’s undertaking or business. Further according to the study, the more the members were exposed to the union, as representatives or members, the more the belief in the understanding of the employers’ business raised. Also according to this study, the knowledge about the employer increased/improved with favorability of the employer towards the union. This study also revealed that a great percentage of employees regarded the union’s ability to negotiate for increased wages as one of the most important priorities for their unions.

However, the members regarded the unions to be less effective in winning for fair pay for their members. Further on, Bryson’s study indicated that about 85 percent of employees in unionized work places regarded protection of workers against unfair treatment as a very important priority for unions with 13 percent under playing it. According to this study, unions appeared to perform better at protecting workers against unfair treatment at the place of work. Further regarding promotion of equal opportunities, 68 percent of employees in unionized workplaces thought this was a very important priority for their unions. In another research study, Carillon and Sutton (1982), investigated the relationship between union effectiveness and the quality of members’ work life involving 200 classroom teachers’ union members from 25 public schools in the Midwestern United States. Firstly, this study revealed little connection in terms of union effectiveness ratings by the members and their leaders. According to Carillon and Sutton (1982), union leaders (presidents), had higher union effectiveness ratings compared to the members. Further, according to them, the study revealed minimal connection between the evaluations of union effectiveness between leaders and union members. The other finding was that members perceived union effectiveness in regard to their work life outcomes. The study also revealed that collective bargaining was one of the most vital services, which the trade unions provided for their members. Another noteworthy result from the study was that a positive relationship existed between how the members perceived union effectiveness and participation in making and influencing decision-making. The study also revealed that trade unions should effectively provide various direct services to their members in order to enhance their members’ well being (Carillon and Sutton (1982). In another research study, to determine the dimensions of local union effectiveness involving 511 local union associations, Hammer and Wazeter (1992) found that leadership was a vital and highly visible issue in regards to effectiveness. Further, leadership was also found to be highly correlated with dimensions of effectiveness. Henceforth, when the union leader was perceived to be active in fostering the interests of the union effectively and efficiently, then the local union organization was considered

healthier and stronger (Hammer and Wazeter, 1992). The study further revealed that internal health indicators of the union had a substantially stronger impact on the field of staff’s assessment of union effectiveness than on traditional effectiveness measures (Hammer and Wazeter, 1992, p. 316). In another research study to investigate factors affecting performance of trade unions in Kenya, Anyango et al. (2013) found that union members would understand the activities of the union, challenges and achievements, where there is proper communication between the union and the members. According to Anyango et al. (2013), through proper communication, the unions won’t be construed to be ineffective. To arrive at these findings, Anyango et al. (2013), used a 352 sample of union members and 11 union officials of the Kenya National Union of Teachers (KNUT). Thus this research study found that the union members regarded the union to be performing when there was a strike. The reasoning was that salary increments which the union had won previously where all as a result of the strike. Other respondents asserted that trade unions were performing when they negotiate salary increments. In another study involving data drawn from different sources like the National Union Survey (NUS) in the United States, Fiorito et al. (1995) found that the more innovative the union, the more successful the unions become in organizing. In conclusion, it could be asserted that trade union effectiveness is a complex phenomenon. However, the above studies have highlighted that trade union effectiveness is enhanced through communication. Further the results of these previous researches have attested that delivery effectiveness is positively correlated to organizational effectiveness and that members trust in their union determined its effectiveness. The studies referred to above have also revealed that union effectiveness was also correlated to union leadership. The results further show that workers perceive their unions to be useful sources of information regarding workers’ rights other than on employers.

CHAPTER FIVE - RESEARCH FINDINGS 5.0 Data Coding and analysis strategies For this study, data analysis preparation started just when the instrument was being administered, through framing the data-coding sheet using the SPSS. In the questionnaire also, there were two open-ended questions (15 and 34), which required respondents to answer in their own words. The responses from these two questions were coded and analyzed based on common themes.

5.1 Demographic data This study involved respondents from a non-probability sample size of 220. From this 220 sample, 24 respondents were female representing 10.90% of the entire sample size. On the other hand there were 196 male respondents in the sample representing 89.10%. Further, the results reveal that the majority 95 respondents were in the 31-45 years age category followed by 59 in the 46-55 years age category. The 18-30 years age group accounted for 45 respondents followed by 21 respondents from the above 55 age group (Table 1).

Table 1 Data source: 2014 field visit

In terms of percentages the 31-45 years age group accounted for 43 percent; 46-55 years accounted for 27 percent; 18-30 years accounted for 20 percent while 10 percent was for those above 55 years old. The result is rather interesting in that the majority of the respondents were in prime of their working lives.

Figure 7 Data source: 2014 field visit

Table 2 below shows that of the 220 respondents, 138 respondents said their education level attained was grade 12 breaking down by gender of 118 male and 20 female followed by 47 respondents who said their education level attained was certificate/diploma/university (BA, MA) with a breakdown by gender of 44 male and 3 female. Twenty nine (29) respondents said their level of education attained was grade 9 broken down by gender with 28 male and 1 female and finally 3 respondents all male said their level of education was grade 7.

Table 2 Data source: 2014 field visit

64% of the respondents’ education level was grade 12 followed by 22% who had certificate/diploma/university (BA, MA) then 13% said their educational level which they attained was grade 9 and lastly 1% of the respondents said grade 7 was their level of education attained. This figure can further be looked at from another angle that majority of the respondents either do have a chance to further their education or they are content that what they are doing is the best they can do.

Figure 9 reveals that majority of the respondents who happen to be male have worked for their current employer for a period of 5-10years while the female counterparts have only worked for a period of 1-5years. The next group of male respondents has worked between 10-20years while the female have worked for less than 1year; this is followed by the male respondents who have worked for more than 20years while the female respondents have worked for a period of 5-10years. This trend of male dominance is attributed to the belief that the mining sector is a field for the male figure and not the female figure, however times have changed and as the figure shows females are also getting in the field of mining. As revealed in Figure 9, majority of the respondents have worked for their current employer for the period of 5-10years, it can be seen in figure 4 that their union membership goes with the years in current employment. 27% of the respondents said they have been members of the union for a period of 5-10years followed by 22% who said 1-5years then 20% said a period of 10-20years while 17% have been members for a period of more than 20years and 12% said less than 1 year. The remaining 2% said they were not members of the union at all.

Figure 8 Data source: 2014 field visit

5.2 Union’s ability to represent its members by virtue of its healthy state as an organization The results show that 50% of the respondents said the union shares information with them while 50% also said the union does not share information with them. Table 3 below

shows the frequency of information sharing by the union to its members. Table 3 below reveals that 61 respondents said the union shares information on a monthly basis while 18 of the respondents said they do not know how often the union shares information. 13 respondents said the union shares information on a quarterly basis while 10 of the respondents said the union shares information with its members on a weekly basis. The remaining 2 and 3 respondents said the union shares information six months and every year respectively. In regards to the usefulness of the information shared, 89% percent said the information, which the union shared with its members, was useful while 11% said the information was not useful.

Table 3 Data source: 2014 field visit

Respondents were asked regarding the union’s openness and accountability to its members and 61% of the respondents said the union is not open and accountable to its members while 39% of the respondents said the union is open and accountable to its members. Table 4 gives a breakdown of union’s openness and accountability to its members by gender. Of the 81 respondents who said yes to the union being open and accountable to its members, 16% are female while 84% are male. For those that said the union is not open and accountable to its members, 8.80% are female while 91.20% are male. Further the results of this study indicated that 50% of the respondents said that the union did not reveal its activities to its members.

Table 4 Data source: 2014 field visit

The respondents gave their perception on that members don’t know how the union is run and they have no say on union affairs. 65 respondents said they agree and 46 respondents strongly agree with the statement while 13 respondents said they do not know if members know how the union runs and hence they have no say on union affairs. The other 69 respondents said they disagree while 12 respondents strongly disagree with the statement. Therefore, 50% of the respondents said members don’t know how the union was run and they have no say on union affairs while 37% of the respondents disagreed meaning that the members know how the union runs and they have say on union affairs whereas 6% of the respondents said they don’t know. It may mean the 6% may not be very interested to know more or they may not just be willingly to comment on this statement.

Table 5 Data source: 2014 field visit

One hundred and twenty two (122) respondents said the union does not reveal its activities to its members with 8.20% being female while 91.80% are male. Ninety (90) respondents said yes the union reveals its activities to its members with 15.60% being female while 84.40% were male. This finding in table 6 slightly challenges the earlier findings which showed that 50% of the respondents said members don’t know how the union runs and do have a say in union affairs.

Majority of the respondents said that the union does not respond to members’ problems and complaints represented by 124 with 92.7% being male and 7.30% being female while the other 86 respondents said yes the union does respond to union members’ problems and complaints with 82.6% being male and 17.4% female.

69 respondents believe that the union does not understand the business of the employer well followed by 62 respondents who said they agree that the union does understand the business of the employer well while 33 respondents said they don’t know if the union understands or does not understand. This represents 52% disagreeing to union understanding the business of the employer well while 33% agree that the union does understand and 15% said they don’t know.

Table 6 Data source: 2014 field visit

5.3

Union’s ability to improve work and working conditions

The respondents rated the union as being poor in its ability to negotiate for better pay, benefits and working conditions represented by 78 respondents of which 94.9% being male and 5.1% being female followed by 67 respondents who rated the union as fair with 83.6% being male and 16.4% being female. 48 respondents rated the union as a failure in negotiating for better pay, benefits and working conditions with 91.7% of the respondents being male while 8.3% were female. Only nine (9) respondents rated the union as being good in negotiating for better pay, benefits and working conditions of which 88.9% were male and 11.1% female.

Table 7 Data source: 2014 field visit

When asked to rate the union’s performance in protecting its members against unfair work place practices and treatment at the place of work, majority of the respondents rated the union as being poor represented by 86 while 70 of the respondents said the union was fair followed by 31 respondents who rated the union as being a failure and then 15 respondents rated the union as good.

Table 8 Data source: 2014 field visit

The union is expected to work well with management to improve performance and only 3 respondents rated the union as doing an excellent job in working well with management. The majority of the respondents rated the union as doing a poor job with 62 respondents saying so while 60 respondents said the union was fair then 51 respondents said the union was good in its work and 24 respondents rated the union as a failure.

Table 9 Data source: 2014 field visit

Respondents were asked how does the union influence management to be more responsive to its members and only 2 respondents rated the union as being excellent at being influential while 72 who were the majority rated the union as being poor followed by 54 respondents who rated the union as being fair while 39 respondents said the union is a failure and 30 respondents said the union was good.

Further, 52% of the respondents perceived the company to be unfavorable to the union while 22% said the company was favourable. 59% of the respondents also said the company does not respect and take the union and its activities seriously. This might explain why the union was not in the position to negotiate for better conditions of service. If the company did not favour it or respect its mandate it is very difficult for it to influence company policy regarding workers’ issues effectively.

5.4 Members benefits for belonging to the union The question “Has belonging to the union benefited you in any way?” was posed to the respondents and 104 respondents said no while 94 respondents said yes. 17 of the respondents did not give any response while 5 did not belong to the union. Figure 2.6 below Table 2.4 gives ways in which the 94 respondents have benefited in belonging to the union. 36% of the respondents said belonging to the union has brought job security while 28% respondents said the union provides welfare benefits followed by 25% of the respondents said belonging to the union has brought better wages and 11% had other reasons not coded in the questionnaire which include: case representation when charged, assistance in funerals, medical care for the family and bargaining for conditions of service

Figure 9 Data source: 2014 field visit

5.5

Suggestions on how best the union can serve it member

In regards to the question as to how well the union can serve its members, majority of the respondents 72 of them did not have anything to comment while 42 respondents said the union could better serve them through effective union communication strategy. 22 respondents said union can serve them better through meeting the needs of the union members with 19 males and 3 females followed by 17 respondents who said by protection of workers’ rights and general welfare union can serve its members better whereas 15 respondents said only if the union is transparent and accountable to the member can it serve the members better. 10 respondents said by the union being firm during negotiations to promote the interest of the members while the other 10 said the union can only serve them better by having good and effective leadership while 9 respondents said by effective engagement with management. Effective collective bargaining with the employer and pensions and benefits had 4 respondents each and lastly only 1 respondent said by having improved employee health policy the union can serve them better. The question showed how much members have diverse reasons why they join the union and it still comes down to how well the union serves it members. With good communication strategy they will serve their members even better (see Appendix 5).

5.4

Reliability and correlation analysis

The Cronbach’s Alpha model was applied in order to test the reliability of the variables. The independent variable for this research was Union organizational effectiveness whose factors were measured using a five point Likert scale adopted from Mohamed et al. (2010). The Dependent variable was Union’s delivery effectiveness. Based on the rule of the thumb (0.80) to denote an acceptable level of internal validity (Bryman and Bell, 2007), the internal validity for the standardized items for the Listwise deletion based on all variables in the procedure was 0.981. This highlights that the internal reliability for the factors used to measure the variables was good and consistent (See Tables 2.5 and 2.6 below).

Case Processing Summary N Cases

Valid Excludeda Total

% 220

100.0

0

.0

220

100.0

a. Listwise deletion based on all variables in the procedure.

Table 12Data source: 2014 field visit

Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha

Standardized Items

.981

N of Items .981

7

Table 13 Data source: 2014 field visit

The factor dimensions in the variables were also subjected to correlation analysis using SPSS (see Table 2.7 below). Conversely, the relationship between the factor dimensions in the variables ranges from perfect independence to perfect positive (Weathington et al., 2012). This therefore signifies different levels of correlation between the dependent and independent variables. The significance (2-Tailed) values, which ranged between 0 and 0.194 indicate that there was a statistically significant correlation between union organization effectiveness and union ability to deliver for improved work and working conditions (www.statistics-help-for students.com). Therefore it was an indication that for the union to be effective it needs to fare well in both delivery effectiveness and union organizational effectiveness. This result is consistent with Mohamed et al. (2010)’s study, which found a significant and positive relationship between union organization and union effectiveness.

1 . 0 0.163 0.017 211 0.368 0 211 0.503 0 211 0.597 0 211 0.594 0 211

0.163 0.017 211 1 . 0 0.433 0 211 0.245 0 211 0.089 0.194 211 0.108 0.117 211

0.368 0 211 0.433 0 211 1 . 0 0.461 0 211 0.332 0 211 0.308 0 211

0.503 0 211 0.245 0 211 0.461 0 211 1 . 0 0.492 0 211 0.502 0 211

q23. understands

q22. strength

q20. management respect union

q19. favour muz

q17. union affairs

q11. communicatio n

Correlations Control Variables q24. better pay & q25. unfair workplace & q26. job security & q27. retaining membership & q28. competitive company & q29. equal opportunities & q30. improve performance Correlation q11. communication Significance (2-tailed) df Correlation q17. union affairs Significance (2-tailed) df Correlation q19. favour muz Significance (2-tailed) df Correlation q20. management Significance (2-tailed) respect union df Correlation q22. strength Significance (2-tailed) df Correlation q23. understands Significance (2-tailed) df

0.597 0 211 0.089 0.194 211 0.332 0 211 0.492 0 211 1 . 0 0.73 0 211

0.594 0 211 0.108 0.117 211 0.308 0 211 0.502 0 211 0.73 0 211 1 . 0

Table 14 Data source: 2014 field visit

Further more, factors encompassed in the Dependent and Independent variables were subjected to bivariate analysis to determine factorial relationships between variables. The descriptive statistics are presented in Table 15 below. Descriptive Statistics Mean

Std. Deviation

N

q11. communication

1.64

1.120

220

q17. union affairs

3.07

1.892

220

q24. better pay

2.68

1.865

220

q25. unfair workplace

2.83

1.818

220

Table 15 Data source: 2014 field visit

As per the above factors, the mean scores on the five point Likert scale were really low as can be seen from above. As for the bivariate analysis, represented in Table 16 below,

q24. better pay

q17. union affairs

q24. better pay

q25. unfair workplace

1

.227**

.306**

.304**

0.001

0

0

274.632

105.386

139.864

135.355

1.254

0.481

0.639

0.618

220

220

220

220

1

**

.286**

0

0

Pearson Correlation Sig. (2-tailed) Sum of Squares and Cross-products Covariance N Pearson Correlation

.227

Sig. (2-tailed)

Covariance N

.275

105.386

783.977

212.773

215.591

0.481

3.58

0.972

0.984

220

220

220

220

**

**

1

.906**

.306

Sig. (2-tailed) Sum of Squares and Cross-products Covariance N Pearson Correlation

Sum of Squares and Cross-products Covariance

.275

0

0

139.864

212.773

761.727

672.909

0.639

0.972

3.478

3.073

220

220

220

220

**

**

**

1

.304

Sig. (2-tailed)

N

**

0.001

Sum of Squares and Cross-products

Pearson Correlation

q25. unfair workplace

q11. communication q17. union affairs

q11. communication

Correlations

.286

0

.906

0

0

0

135.355

215.591

672.909

723.436

0.618

0.984

3.073

3.303

220

220

220 220 **. Correlation is significant at the 0.01 level (2-tailed).

The bivariate analysis indicates varying relationships between variable factors for the dependent and independent variables, ranging from less than one to one. Therefore, despite the correlation being positive and weak, the positive correlation indicates the interdependence of the variable factors.

CHAPTER SIX - DISCUSSION, RECOMMENDATIONS AND CONCLUSION 6.1

Discussion

This segment discusses the results of this research study in regards to fulfilling the objectives and answering the questions, which this study endeavored to accomplish. In regards to sharing information, the union members were split in half 50% agreeing that the union shares information while 50% saying it does not share information. This was rather strange because regarding the union’s openness and accountability, 61% of the respondents said the union was not open and accountable to its members. The results also shed light on the premise that union matters and/or activities are shrouded in secrecy because a great percentage of members agreed that it was not open and accountable to its members. This result was however at variance with the study by Bryson (2003), where union members said the union’s openness and accountability to members was either excellent or good. The Results also show that majority of respondents perceive the union to be less responsive to their complaints and problems. Again this was in contrast with the study by Bryson (2003), where respondents’ perception was in the affirmative. In regard to understanding the business of the employer by the union, 69% of respondents believe the union does not understand the business of the employer. However 62% agree that the union understands the business of the employer. This again was in contrast with the study by Bryson where 61% of the employees believed that the union understood the business of the employer well. The results that have so far been discussed somehow, attest to the proposition that (HO 1) the union is not effective as an organization in fulfilling its mandate as a legitimate representative body of the worker. Despite that the margins have not been so much, the results seem to indicate this scenario. In terms of the union delivering for improved work and working conditions, respondents view the union in negative light regarding this. In regards to negotiating for better pay, benefits and working conditions, majority of respondents said (35.5%) said the union was

poor in fulfilling this while 30.5% who rated the union as fair. Further 21.8% rated the union as a failure under this score. This might in a way even affect the members and might even force them to relinquish their membership. This might also be the reason why there has been proliferation of labour unions in the Zambian mining sector. Regarding protecting the workers against unfair work place practices and treatment, majority (86) respondents rated the union as poor, followed by 70 respondents who said the union was fair. This again was in contrast with Bryson’s study were respondents rated their unions as excellent. This result might also attest to the strength of the union at the workplace. Influencing management to be more responsive to workers, the majority (72) rated the union as poor, while 54 rated the union as fair. This result indicates that the union has little influence over the employer to be more responsive to the members. To a negligible degree, the results seem to attest to the proposition (HO2) the union is not effective in delivering for improved work and conditions of employment for its members. In regards to protecting members against unfair workplace practices and treatment at the work place, majority of the respondents (39.10%) rated the union as being poor while 31.8% rated the union as fair. The results based on the correlation, multiple and bivariate analysis indicate a positive but weak correlation between and amongst the variable factors. Therefore, the union effectiveness is dependent upon the delivery and organizational effectiveness. Further more, the study indicated also that the 104 respondents said belonging to MUZ had not benefited them against 94, which said belonging to the union had benefited them. When asked further in which way belonging to the union had benefited them, 36% said belonging to the union had brought job security; 25% said belonging to the union had brought better wages. This result was insightful in that, it might in a way shed light on the reason why MUZ was losing members to rival trade unions. The union members were also asked to state how best they thought the union could serve them better. The majority of respondents (72) opted not to comment. This could be attributed to the fact that the majority of the respondents had modest academic

background, having only reached grade twelve. However, 42 respondents said the union can better serve them through an effective communication strategy, while 22 indicated fulfilling members’ needs and welfare. From the above results, it could be concluded that the union members are not satisfied with the union effectiveness in regards to the different union effectiveness dimensions. The majority of the members viewed the union negatively regarding the various dimensions, which were used to evaluate its effectiveness. It should also be noted that this study did not endeavor to evaluate any cause and effect relationship regarding the variable factors. However it has been shown than there is correlation between the dependent and independent variables.

6.2

Recommendations

These recommendations are based upon the results and analysis of this study. The recommendations are mainly catering for the unions and researchers. It is recommended that the union should put in place a proper communication strategy. Clearly some of the results from this study show that the respondents do not understand the role of the union. This could be that the union does not regularly communicate to the members about its activities. The union should also come up with a publication/bulletin monthly or quarterly through which it will be communicating to the members its activities. This would enhance its effectiveness and raise positive perception among the members. It could also be vital that the union introduce a communication department to deal with all issues pertaining to communication. The union members also indicated that the union could serve them better through an effective communication strategy. The union should also take the issues to do with its members seriously. In this way, it would be in a position to retain members and raise its profile regarding its effectiveness. Mostly it should protect workers against discrimination by management because this is one its core mandates. The union should make the members to see and realize the benefits of belonging to it. In this way the union would retain its membership and raise its profile among them.

The union should also try to be open and transparent to its members. It could also be to the advantage of the union to publish its audited books of accounts so that all the members are able to see and ‘inspect’ how their monthly subscriptions are managed by the union. The union should also be innovative in recruiting members. It should therefore come up with more innovative ways to cater for the welfare of its members. In this way it would be able to attract new members and retain the old one. To the researcher, it is imperative that more studies of this nature are conducted in order to determine effectiveness in a more comprehensive manner. It would also be vital to research why few women are represented in unions going by the demographic results of this study. Is this due to stereotyping or it is just inertia on the part of women? For the union to be effective it needs to improve both in its ability to delivery for improved work and conditions of service and also in its organizational effectiveness. This is because there is clearly a positive relationship between the independent and dependent variables. It is also recommended that time and again the union should conduct a needs assessment in order to understand the most pressing and pertinent amongst its members. In this way the, the union would be able to tailor its activities towards fulfilling the needs of its members. Further, the union members rated the union poor in regards to negotiating for better wages, benefits and conditions of employment. Therefore it is cardinal that the union improves in this dimension.

6.3 Conclusion In conclusion, it could be stated that this study was not conclusive. It was not conclusive because it had too many limitations and inadequacies. Some of the inadequacies could be dealt with by using a more randomly selected representative sample. In this way, the results could be generalized to encompass the entire population. Regarding this study more needed to be done. Despite the inadequacies, the researcher tried to do an honest research in very challenging circumstances.

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APPENDIX APPENDIX 1

1st July 2014 Dear Sir/Madam, RE: RESEARCH PROJECT COVER LETTER I am a student of Greenwich University/Saxion University of Applied Sciences, currently undertaking a research survey to evaluate the effectiveness of the Mine Workers’ Union of Zambia (MUZ). This research survey is a quest in partial fulfilment of my Master of Arts Degree in Management. The objective of the research is to improve the effectiveness of MUZ. Therefore, I request you to honestly answer this short questionnaire; which might take you about 10 to 15 minutes. Your selection for this survey was made by virtue of your membership to MUZ and you will not be identified by name and all your responses will be treated with the highest confidentiality. The results of this report will be archived at the University of Greenwich/Saxion University of Applied Sciences. For any information, please contact me on 0977-168368 or email: [email protected] Thanking you in advance for your cooperation. Yours sincerely, H. K. Mwale PART ONE: DEMOGRAPHIC CHARACTERISTICS (Please tick wherever appropriate) 1. What is your gender? A. B.

Female Male

2. In which age group category are you? A. 18 – 30 years B. 31 – 45 years C. 46 - 55 years D. Above 55 years 3. What is your highest educational attainment? A. Grade 7 B. Grade 9 C. Grade 12 D. Certificate/Diploma E. University Degree (BA, MA…) 4. Who is your current employer? A. Mopani Copper Mines B. Other (Please specify):…………………………………………………………...... 5. For how long have you been employed under your current employer? A. Less than 1 year B. 1 – 5 years C. 5 – 10 years D. 10 – 20 years E. More than 20 years 6. Are you a member of the Mine Workers’ Union of Zambia (MUZ)? A. Yes B. No 7. If your answer to 6 above is yes, how long have you been a member of MUZ? A. Less than 1 year B. 1 - 5 years C. 5 – 10 years D. 10 – 20 years E. More than 20 years 8. Do you hold any position in MUZ? A. Yes B. No 9. If your answer to 8 above is Yes, specify the position?......................................................... 10. Specify the level of your position in MUZ? E.g. Section:…………………………………. PART TWO In Part Two, you are required to tick to indicate your appropriate response. 11. The union communicates and shares information concerning its workplace activities and also about the employer with the members? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1

12.

13.

How often does MUZ share information if your answer to 11 above is 4 or 5? A. Weekly B. Monthly C. Quarterly D. Six months E. Every year F. I don’t know The information, which MUZ shares with its members is useful?

Strongly agree 1

Agree 2

Don’t know 3

Disagree 4

Strongly Disagree 5

14. MUZ is the most reliable and useful source for advice on your rights as a worker? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1 15. What useful information would you want MUZ to share with its members?.................................…………………………………………………………… …………………...………………………………………………………………………… ……………………………………………….. 16. The union is open and accountable to its members? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1 17. Members don’t know how the union is run and they have no say on union affairs? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1 18. The union does not reveal its activities to its members? Strongly agree Agree 2 Don’t know 3 Disagree 4 1

Strongly Disagree 5

19. Mopani Copper Mines is in favour of MUZ? Strongly agree Agree 2 Don’t know 3 Disagree 4 1

Strongly Disagree 5

20. The company management respects and takes the union and its activities seriously? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1 21. The union always takes up and responds to members’ problems and complaints seriously? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1 22. If your response to 21 above was 4 or 5 state specifically the complaint or problem you

took to the union?..................................................................................................................................... .. ……………………………………………………………………………………… …………………………………………….. 23. The union is powerful and influences management decisions? Strongly agree Agree 2 Don’t know 3 Disagree 4 Strongly Disagree 5 1 24. The union understands the business of the employer well? Strongly agree Agree 2 Don’t know 3 Disagree 4 1

Strongly Disagree 5

PART THREE In this part also, you are required to indicate your appropriate response by ticking on the right answer. 25. How do you rate the union’s performance in negotiating for better pay, benefits, and work environment? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 26. How do you rate the union’s performance in protecting its members against unfair workplace practices and treatment at the place of work? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 26. How do you rate the union’s performance in making the workplace a better place and improving job security? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 27. How do you rate the union’s performance in increasing and retaining membership? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 28. How do you rate the union’s performance in helping the company to be a better and competitive company? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 29. How is the performance of the union in promoting equal opportunities for all its members? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 30. How well does the union work with the company management to improve performance? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent

31. How well does the union influence management to be more responsible to its employees? 1. Failure 2. Poor 3. Fair 4. Good 5. Excellent 32.

Has belonging to the union benefited you in any way? A. Yes B. No 33. If your answer to 32 above is Yes, in which way has it benefited you? (You can tick more than one.) A. My job is now more secure B. My wages are better than non-unionized workers C. The union provides me with welfare benefits like mealie meal, household loans etc. D. Other benefits (please specify) ……………………………………………………………………………………… ……………………….. ……………………………………………………………………………………… ………………………...…………………….……………………………………… ……………………………………………………………………………………… ………………………………………………………………………….. THANK YOU VERY MUCH FOR TAKING YOUR VALUABLE TIME TO ANSWER MY QUESTIONNAIRE.

APPENDIX 2: C/o Ministry of Labour and Social Security, Department of Labour, P.O. Box 480288, CHINSALI. 30th June 2013, The Employee Relations Manager, Mopani Copper Mines Plc., P.O. Box 22000, KITWE. Dear Sir, RE: REQUEST FOR AUTHORITY TO CONDUCT A RESEARCH SURVEY AT MUFULIRA MINE PLANT INVOLVING THE MINE WORKERS’ UNION OF ZAMBIA (MUZ). Kindly refer to the matter captioned above. I am a student of the University of Greenwich/Saxion University of Applied Sciences currently pursuing an MA in Management. I am therefore requesting for authority from your good company for me to conduct a Research Survey at Mufulira Mine Plant. The research will involve evaluating the effectiveness of MUZ and it is purely and solely for academic purposes. Hence all the information, which will be gathered during the survey, will not be utilized in any way at variance with the intended purpose. Please kindly note that in a bid to expedite the data collection process, I will engage about ten (10) Research Assistants. These Research Assistants will therefore work under my direct supervision and hence will need to be allowed access together with me into the plant.

Your kind consideration in this regard will be appreciated. Yours sincerely,

H.K. Mwale Cc: The Secretary General - MUZ

APPENDIX 3 rom: George Mayeya ; To: Harrison Kaunda Mwale ; Subject: RE: Request for Authority to conduct Research Survey at Mufulira Mine site! Sent: Tue, Jul 1, 2014 7:02:00 AM This serves to acknowledge receipt of your request. Seeing that the research involves assessing MUZ effectiveness, we suggest that you get clearance from MUZ to endorse the project. Regards George Mayeya Employee Relations Manager Mopani Copper Mines -----Original Message----From: Harrison Kaunda Mwale [mailto:[email protected]] Sent: Monday, June 30, 2014 11:20 PM To: George Mayeya Subject: Request for Authority to conduct Research Survey at Mufulira Mine site! Dear Sir, I here by attach a letter regarding my quest to conduct a research survey in line with our discussion earlier during the day. Kind regards, Mwale, H.K.

DISCLAIMER: This email and its attachment(s) are confidential and intended solely for the use of the addressed individuals or entities. If you have received this email in error

please let us know by email reply and delete it from your system. Any views or opinions presented in this email are solely those of the author and do not necessarily represent those of Mopani Copper Mines Plc. Please check this email and any attachments for the presence of viruses. Mopani Copper Mines Plc accepts no liability for any damage caused by any virus transmitted by this email

APPENDIX 4 q15. What useful information would you want MUZ to share with its members? 1. COMMUNICATION 2. CONSULTATION & PRESENTATION 3. FEEDBACK ON WHATEVER NEW DEVELOPMENTS, ETC 1.SHOULD SHARE WHAT INCENTIVES EMPLOYEES ARE ALLOCATED TO 2.SHARE WHAT INCREAMENTS ARE THERE BEFORE CONCLUDING WITH MOPANI ABOUT LABOUR LAWS AND ON COLLECTIVE BARGAINING ABOUT THE LABOUR LAWS (DISTRIBUTE CONDITIONS OF SERVICE AND COLLECTIVE AGREEMENT BOOKLETS TO ALL ITS MEMBERS) ABOUT THE MONEY (WHERE DO THEY SPEND MONEY WE CONTRIBUTE?) ACCOUNTABILITY OF MEMBER'S CONTRIBUTION FUNDS ALL INFORMATION AND ADVANCEMENTS MADE ALL RELEVANT INFORMATION RELATING TO SALARY INCREAMENT ALL THE USEFUL INFORMATION ANY ACTIVITY THAT GOES ON IN THE COMPANY AND THE UNION ITSELF ANY CHANGES WHICH ARE CURRENT GOING ON AND INCREAMENT TO WAGES ANY INFORMATION CONCERNING WORKERS ANY PROGRAMMES GOING IN THE UNION AS WORKERS WE NEED INFORMATION OF SALARY MATTERS DURING NEGOTIATIONS AT LEAST EACH STAGE OF NEGOTIATION OF SALARIES ATTITUDES TOWARDS WORK, CONDITIONS OF SERVICE AND LABOUR LAWS AND WORKERS RIGHTS BY STANDING WITH EMPLOYEES ANYWHERE COLLECTIVE BARGAINING, LABOUR LAWS, RIGHTS OF WORKERS COLLECTIVE BARGAINING, LABOUR LAWS, WORKERS RIGHTS, CONDITIONS OF SERVICE COLLECTIVE AGREEMENT IN FULL COMMUNICATE EFFECTIVELY WITH ITS MEMBERS COMMUNICATION MEETINGS COMPANY POLICIES AND WORKER'S RIGHTS COMPANY POLICY DISCIPLINARY CODE OF CONDUCT AND CURRENT COMPANY AFFAIRS CONCERNING THE ISSUE OF SATURNIA CONDITION OF SERVICE CURRENT ECONOMIC STATUS OF THE COMPANY, STRATEGIES OF THE UNION/PLANS ENCOURAGE ITS MEMBERS TO PUT SAFETY PRECAUTIONS FIRST TO PREVENT ACCIDENTS EVERY INFORMATION REGARDING OUR WELFARE

EVERY SOURCE CONCERNING ADVICE AND RIGHTS OF WORKERS EVERYTHING EVERYTHING AND ANYTHING TO DO WITH EMPLOYEE RELATIONS EVERYTIME THEY HAVE MEETING ABOUT ANY DEVELOPMENT IN THE PLANT HOW MUCH THE ORGANISATION MAKES HOW MUZ INTENDS TO FORWARD THE CONCERNS OF MEMBERS FOR BETTER CONDITIONS OF SERVICE HOW THEY USE OUR CONTRIBUTIONS I DONT KNOW I NEED INFORMATION ON COLLECTIVE AGREEMENTS I WOULD LIKE TO SEE TO IT THAT THE UNION BECOMES MORE PROACTIVE WHEN IT COMES TO THE PLIGHT OF THE WORKERS I WOULD WANT MUZ TO SHARE INFORMATION ON ITS ACTIVITIES I WOULD WANT MUZ TO SHARE INFORMATION ON SALARY NEGOTIATIONS IF THE COMPANY MAKE PROFIT OR NOT IF THEY CAN VISIT WORKER, THEN I CAN ASK MORE QUESTIONS IMPROVED CONDITIONS OF SERVICE IN TIMES OF NEGOTIATIONS THEY SHOULD BRING THE FEEDBACK TO MEMBERS INCREAMENT OF SALARIES AND IMPROVEMENT OF WORK CONDITIONS INDUSTRIAL LABOUR LAWS INFO ON THE FUNDS WE CONTRIBUTE AND HOW THEY'RE UTILIZED INFORMATION ABOUT NEGOTIATIONS AND WORKERS' RIGHTS INFORMATION CONCERNING OUR WELFARE AND OUR EMPLOYER INFORMATION FROM MANAGEMENT INFORMATION OF RIGHTS OF A WORKER INFORMATION ON COLLECTIVE BARGAINING, WORKERS RIGHTS INFORMATION ON COMPANY POLICIES INFORMATION ON COMPANY POLICIES AND COLLECTIVE AGREEMENTS INFORMATION ON INCREAMENT INFORMATION ON NEGOTIATIONS INFORMATION ON THE WAY THE UNION IS RUN ITS ACTIVITIES AND INFORMATION ABOUT NEGOTIATIONS ITS OPERATIONS AND WORKERS RIGHTS AND LABOUR LAWS ITS OPERATIONS, EDUCATE WORKERS ON THEIR RIGHTS, REQUEST FOR SUGGESTION FROM MEMBERS ITS STRUCTURE KNOWLEDGE MANAGEMENT UPDATES MATTERS ON SALARIES, PENSION MOSTLY INFORMATION ON NEGOTIATIONS MUZ SHOULD SHARE INFORMATION CONCERNING IMPROVING CONDITIONS MUZ SHOULD SHARE INFORMATION ON COLLECTIVE BARGAINING AND

WORKERS RIGHTS MUZ SHOULD SHARE INFORMATION ON ITS OPERATIONS MUZ SHOULD SHARE INFORMATION ON SALARY INCREAMENTS MUZ SHOULD SHARE USEFUL INFORMATION ON NEGOTIATIONS AND LABOUR LAWS NEGOTIATIONS, RIGHTS OF WORKERS ON COLLECTIVE BARGAINING ON COMPANY OPERATIONS AND NEGOTIATIONS ON COMPANY POLICIES AND BARGAINING PROCESS ON CONDITION OF SERVICES WHEN GOING FOR NEGOTIATIONS AND THE PRICES OF COMMODITIES THEY SELL TO MEMBERS ARE TO HIGH THAN ASSISTING MEMBERS ON HOW BEST IT IS DOING IN IMPROVING CONDITION OF SERVICE ON HOW BEST IT IS DOING IN IMPROVING OUR WORKING ENVIRONMENT ON HOW IT IS PLANNING TO DO WHEN ITS MEMBER HAS GONE ON MEDICAL ON NEGOTIATIONS ON NEGOTITAIONS AND WORKERS LAWS AND RIGHTS ON SAFETY AND UPDATES ON SALARY INCREAMENTS ONLY COLLECTIVE BARGAINING OPERATIONS OF THE UNION OUR LABOUR LAWS WHICH MOST MEMBERS DONT KNOW OUR LABOUR LAWS, OUR RIGHTS AS WORKERS, COLLECTIVE BARGAINING PRODUCTION RETIREMENT PACKAGE RUNNING OF THE COMPANY. CONDITIONS OF SERVICE AND TO PROTECT THE MEMBERS SAFE MINING SAFETY ISSUES SAFETY ISSUES SALARY INCREAMENTS AND THE DISCIPLINARY CODE OF CONDUCT SCRAP IT SHARE INFORMATION ON ITS ACTIVITIES, ITS CONSTITUTION STANCE OF THE COMPANY AND PROTECT ITS MEMBERS STATUS OF THEIR MEETINGS AND PROTECTING ITS WELFARE OF THEIR MEMBERS TELLING MEMBERS THE OPERATIONS OF MOPANI THE CURRENT STATUS AND WAY FORWARD OF THE COMPANY THE MOST SOUGHT AFTER INFORMATION IS ON NEGOTIATIONS THE MUZ PERSONNEL SHOULD COMMUNICATE TO ITS MEMBERS EVERYTIME THEY HAVE MEETINGS WITH THE EMPLOYER AND ANY OTHER MEETINGS THEY HAVE THE MUZ SHOULD BE TRANSPARENT NOT JUST EATING MONEY

THE OUTCOME OF THE NEGOTIATING WITH MGT AND THE AGM RESOLUTIONS AND ISSUES DISCUSSED THE OUTCOME OF THEIR MEETINGS (FEEDBACK) THE PROFITS WHICH THE COMPANY IS MAKING THE UNION COLLECTIVE ISSUES THE UNION SHOULD COME BACK TO ITS MEMBERS AFTER NEGOTIATING THE UNION SHOULD INFORM MEMBERS EG PROFIT OF THE COMPANY, ACTIVITIES OF THE COMPANY BEFORE BEING IMPLEMENTED THE UNION SHOULD SHARE INFOR ON COLLECTIVE AGREEMENTS AND POLICIES THE UNION SHOULD SHARE INFORMATION ON NEGOTIATIONS THE WHOLE ACTIVITIES AND PRODUCTION TO COME AND HELP THEIR MEMBERS WHEN THEY NEED HELP TO DO WITH INCREAMENTS TO EMPHASIZE ON SAFE MINING TO HAVE INTERACTION MEETINGS WITH MEMBERS TO HELP US WHEN WE HAVE PROBLEMS AND TO TELL US THE INFORMATION ABOUT NEGOTITATIONS TO INFORM ITS MEMBERS HOW BENEFICIAL THE UNION IS TO BOTH ITS MEMBERS AND THE EMPLOYEES TO KNOW HOW THEIR RUNNING UNION AFFAIRS TO MEET ITS MEMBERS DEMANDS TO UPDATE US UNION ACTIVITIES AND INFORMATION ON COLLECTIVE BARGAINING UNION ACTIVITIES AND INFORMATION ON NEGOTIATIONS UNION ACTIVITIES, WORKER RIGHTS AND LABOUR LAWS UNION CONSTITUTION, LABOUR LAWS, RIGHTS OF WORKERS UNIONS ACTIVITIES AND COMPANY POLICIES UPDATES AS WORKERS ON NEW THINGS WHICH MOPANI HAS TO IMPLEMENT UPDATES ON ANY NEGOTIATIONS CONCERNING CONDITIONS OF SERVICE FOR EMPLOYEES UPDATING EMPLOYEES ON HOW THE COMPANY IS MAKING PROFITS USEFUL INFORMATION SHOULD BE ON LABOUR LAWS, WORKERS RIGHTS WE NEED INFORMATION OF SALARY INCREAMENTS WE NEED INFORMATION ON COLLECTIVE AGREEMENTS WE NEED INFORMATION ON COLLECTIVE BARGAINING WE NEED INFORMATION ON COLLECTIVE BARGAINING WE NEED INFORMATION ON COLLECTIVE BARGAINING WE NEED INFORMATION ON COLLECTIVE BARGAINING WE NEED INFORMATION ON NEGOTIATIONS WE NEED INFORMATION ON NEGOTIATIONS WE NEED INFORMATION ON SALARY INCREAMENTS

WE WANT INFORMATION ON NEGOTIATIONS WHAT MANAGEMENT IS DOING IN IMPROVING CONDITION OF SERVICE WHAT TO DO AFTER REITREMENT WHATEVER IS HAPPENING AROUND THE MINE THAT COVERS ITS MEMBERS WHENEVER THEY MEET WITH MANAGEMENT SHOULD BE PASSED ON TO THE MEMBERS WORK RELATED WORK RELATED MATTERS WORKERS RIGHTS AND COMPANY POLICIES ON THE SAME AND HIGHLIGHT CONFLICTS IF ANY WORKERS RIGHTS, CONSTITUTION OF MUZ, LABOUR LAWS, WORKERS CONDITION OF SERVICE WORKERS RIGHTS, LABOUR LAWS WORKERS' RIGHTS, LABOUR LAWS AND ON SALARY INCREMENT YET TO LEARN AND UNDERSTAND UNIONISM