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TABLE OF CONTENTS
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CHAPTER ONEĀ Ā
1.0Ā Ā Ā Ā INTRODUCTION
BACKGROUND OF THE STUDY
STATEMENT OF THE PROBLEMS
OBJECTIVES OF THE STUDY
STATEMENT OF THE HYPOTHESIS
SIGNIFICANCE OF THE STUDY
SCOPE OF THE STUDY
LIMITATIONS OF THE STUDY
HISTORICAL BACKGROUND OF THE CASE STUDY
DEFINITION OF TERMS
CHAPTER TWO: LITERATURE REVIEW
2.0Ā Ā Ā Ā INTRODUCTION
2.1Ā Ā Ā Ā DEFINITION OF COLLECTIVE BARGAINING
2.2Ā Ā Ā Ā CAUSES OF CONFLICT
2.3Ā Ā Ā Ā SETTLEMENT OF DISPUTE APPROACHES
2.4Ā Ā Ā Ā PROCEDURE TO CONFLICT RESOLUTION
2.5Ā Ā Ā Ā INDUSTRIAL PEACE AND HARMONY
2.6Ā Ā Ā Ā RESOLUTION OF CONFLICT
CHAPTER THREE: RESEARCH METHODOLOGY
3.0Ā Ā Ā Ā INTRODUCTION
3.1Ā Ā Ā Ā RESEARCH DESIGN
3.2Ā Ā Ā Ā RESEARCH POPULATION
3.3Ā Ā Ā Ā SAMPLE SIZE AND SAMPLING TECHNIQUES
3.4Ā Ā Ā Ā METHOD OF DATA COLLECTION
3.5Ā Ā Ā Ā JUSTIFICATION OF THE METHOD USED
3.6Ā Ā Ā Ā METHOD OF DATA ANALYSIS
3.7Ā Ā Ā Ā JUSTIFICATION OF INSTRUMENT USED
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1Ā Ā Ā Ā DATA PRESENTATION
4.2Ā Ā Ā Ā DATA ANALYSIS
4.3Ā Ā Ā Ā TEST OF HYPOTHESIS
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONSĀ
5.1Ā Ā Ā Ā SUMMARY OF FINDINGS
5.2Ā Ā Ā Ā CONCLUSION
5.3Ā Ā Ā Ā RECOMMENDATIONS
REFERENCES
CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
Conflict is at the heart of industrial relations and may form the necessary starting point for any serious analysis in industrial relations. Conflicts refer to an opposition of interests or perspectives. In other words, conflict exists whenever incompatible activities occur.
Industrial conflict therefore refers to the total range of behaviour and attitudes that express opposition and divergent orientation between management and workers by Desmond Oxnam (1968). Industrial, conflict may take the form of peaceful bargaining and grievance handling or it could be in form of boycott, (strike) restriction of output, sabotage, absenteeism and personnel turnover.
Therefore, there are many ways in which conflict is manifested in an organization but generally strike is principally an overt (open) manifestation and the most spectacular and conspicuous.
With the end of the political crisis in early 1970, organized labour was once again released from its dilemma of whether or not to forego industrial action in the interest of National Security. With the civil war over, labour stiffened its demand for improvement in the wage structure and other conditions of employment throughout the country, workers protests, coupled with the government growing realization of the poor economic status of the working class ultimately led to the establishment of the āADEBO COMMISSION.ā The strikes that occurred during the civil war and after the Adebo Commission awards marked the beginning of the greatest industrial crisis since the end of the civilian government.
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The period also marked the beginning of the revolution measures taken by government in the settlement of trade dispute. In the past few years, the Nigerian Security has been going through what a famous sociologist Emily Durkhiem described as a āstate of anomie.ā Many social and economic institutions are facing different types of crisis arising from a state of normlessness or complete breakdown of law and order.
The genesis of this state of affairs can be traced back to 1986 when government introduced the Structural Adjustment Programme. In a bid to find a realistic exchange rate of the Naira, the National Currency was subjected to a lot of fiscal manipulations including the March, 1992 out right devaluation, owing to the failure of the different foreign exchange markets to stabilize the value of the currency.
These measures unleashed a spate of uncontrollable inflation on the Nigerian economy. Salaries and benefits of workers became grossly inadequate. These were an unprecedented increase in the number of trade disputes, many of which resulted in wild-cat strike actions. In 1992, virtually all the sectors of the economy witnessed one form of industrial crisis or the other.
There were strike actions in the public service, the universities and the entire educational system, banking and manufacturing sectors, all the areas in the Transport Sector and so on were affected. The oil industry was not spared from the strike blitz. The Petroleum Tanker driversā branch of NUPENG had to go on strike for five days with effect from 28th May, 1993 under the false pretext that a cow killed one of its members. Eventually, it was found out that the said driver sustained some injuries for having brush with the cow along Malu Road in Apapa.
Deji Onajobi writing on the industrial unrest at the time, in the Daily Times of September 22nd 1993, described the situation thus āThe ideals of workers democracy demands that workers use what they have to get what they want and it was to be expected that each time workers flex their muscles by recourse to strike actions, it is like the National economy is held hostage. Call it ālabour terrorism.ā
Writing on industrial relations, C. Kerr argues that the worker in the early stage of industrialization is āmore prone to absenteeism, prolonged and sporadic withdrawal from industrial work, wild-cat stoppages, naked violence and destruction of machine and propertyā¦ā Though many industrial relations experts in Nigeria such as Tayo Fashoyin and Abel Ubeku may want to fault Clerk Kerrās postulation on grounds of ethnocentrism, evidence from the Nigerian Scene in 1992 and most part of 1993 lays credence to the claim that workers at this stage of Nigeriaās development are prone to violent destruction of production processes and wild-cat actions.
The Nigerian statute books are replete with anti-strike legislation and decrees. These laws have not succeeded in checking the growing incidents of industrial crisis particularly since many of these legislations are not being enforced by government and employers of labour alike. It could be argued, however that, wild-cat actions occur in Nigeria because the worker is constantly thinking of survival in the face of severe economic hardship.
Other factors include the social distance between the workers and the management, the unstable economy, ethnic factors which influence social mobility in the work situation and status differentiation based on paper qualification. The aftermath of these factors is the existence of frequent industrial actions because of the fundamental conflict in social relations in the work place.
Management of modern Industrial Organizations in Nigeria must therefore study the character of wild-cat nature of workers unrest and evolve strategies for meeting the challenges.
Labour-management conflict is a common industrial phenomenon and it constitutes one of the major labour problems in the growth of every organization. It is a generally accepted fact that whether we like it or not conflicts continually occur in our social life. They invite the attention of the state of labour-management relations in our industries questioning their causes. They have great implications for work and effectiveness of the persons and groups involved and they are problems to be solved rather than suppressed.
The nature and intensity of conflicts within and among public bureaus have been increasingly salient occurrence because they involve growing number of constituencies, over-lapping responsibilities and increase unionization.
Traditional Public Administration theories have not dealt systematically with conflicts. The very objectives of public administration efficiency economy and good management were believed to be incompatible with conflict.
We usually think of conflict when there is a break down of individual peace or in the relationship between individuals or groups. Acute neurosis, divorce and strikes are instances of such conflicts. However, these are only extreme instances. A wide range of episodes of upheaval, non-co-operation, discord, incompatibility, argument, tension and stress often precede or withhold the final state of breakdown. In fact in a very realistic sense, complete harmony, peace or co-operation or (lack of them) can be placed on a scale of measures of conflicts.
A management and a trade union which have maintained a relationship of peaceful collective bargaining over a long period, might as well explain their relationship by statement such as āwe have been able to adequately manage our conflicting interests and expectationsā instead of saying āour relationship is harmoniousā or something of that effect.
In NLC, labour-management conflict is as old and diverse as the congress itself. Workers had at various times engaged in activities aimed at causing both redundancy and negative attitude to duty and total cessation of work.
Because of the envisaged infringement on industrial relations, the workers of NLC developed several strategies through which they channel their grievances to the authority and through which the management as well relay information to the workers.
Unionism means many things to different people. It means the perpetual struggle for improved conditions of service. To some, it means the identification of two combatants employed and the people who employed them. Unionism, which is the backbone of industrial relations, guides the relations between the employers and the employees. Through industrial relations the norms of an organization is defined as regards to:
1. The obligation either party owes
2. Salary regulation
3. Decision-making
4. Condition of service ā hours per day
The problem of managing industrial relations in NLC hinges on the communication gap in the management structure, which was a result of the remote control by the government agencies and also of the delay in the implementation of agreement on the part of management etc. The emphasis of this work is managing crisis may be useful in the search for solutions.
The causal factors may include: NLCās cash crunch and its aftermath, Salaries and Fringe Benefits, Appraisal Results, Level of Authority, Management of other Staff Related Services etc. This research work will also critically examine the procedure for settling conflicts in NLC.
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