the scenario of industrial conflicts and resolution
TRANSCRIPT
THE SCENARIO OF INDUSTRIAL CONFLICTS AND RESOLUTION
A CASE STUDY OF NIGERIA LABOUR UNION
BY
EMMANUEL NELSON BASSEY
(MBA,CNA.NIAFA.)
COLLEGE OF ACCOUNTANCY AND COMPUTER
TECHNOLOGY
BLOCK B, FLAT 8, MASOJE ESTATE.
EFFURUN
DELTA STATE.
NIGERIA.
NOVEMBER 2009
CERTIFICATION PAGE
We certify that this work was carried out by
………………………… in the School of Business Studies,
department of Business Administration, COLLEGE OF
ACCOUNTANCY AND COMPUTER TECHNOLOGY as meeting
the requirement for the award of higher national diploma
in Business Administration.
__________________ ________________
(Supervisor) Centre Co-ordinator
Date __________ Date __________
2
DEDICATION PAGE
I dedicate this project to Almighty God for his divine
guidance, grace and mercy throughout my academic
pursuit. May all Glory, Honour, Majesty and power be
ascribed unto His Holy Name in Jesus Name.
3
ACKNOWLEDGEMENT
I hereby Acknowledged the following people that has made my dream
and purpose in life to come through. First of all, thanks to Almighty God
who gave me power and wisdom, and the grace to be educated and to
MR ___________________________________________ and my dear
mother Mrs. ___________________________________________ who is
an encouragement to my life and my brothers and Sisters
________________
___________________________________________________________
________ for their love towards me in prayer, also my supervisor who
has been a great help to me.
_______________________________________ and my lovely Register
of warri center MRS Stella Oyabugbe and my Co-odinator of warri
Centre Mrs Alex Obinaka for her love towards me and my father
______________________________________________________
whose Vision for my life was to be great and useful in life and those
many love ones too numerous to name. My prayer to God Almighty is
that HE should bless you all richly in JESUS NAME.
4
ABSTRACT
Conflicts in employment and industrial relations are a complex
matter and there are a numerous factors affecting their latent
presence and the propensity to conflict. The relatively low volume of
labour disputes in Nigeria may be attributed to the "juridification" of
industrial relations, and to institutions about which there is a joint
consensus among the bargaining parties. Both provide the
framework for a detailed allocation of certain substantive issues to
different institutions within the dual system - ie, collective
bargaining (unions and employers' associations) and workers'
representation at establishment level (works committee).
Negotiation and co-determination under the legal obligation of
"social peace" and "trustful cooperation" lead to the neutralisation
of the workplace by moving conflict from the workplace to the
industry level. These mechanisms channel and depoliticise conflicts,
encourage professionalisation of conflict management, lead to a
higher predictability of behaviour and in the end serve the purpose
of containing and dampening conflict.
In this research work, the researcher will consider in chapter
one….the introduction of the study which will in turn considers the
following topics. The background of the study, the statement of
research problem, the objective of the study, significance of the
study, the hypothesis and the structure of the work.
5
Chapter two focuses on the literature review, this chapter is where
the researcher extract materials from various books, magazines,
news papers and internet resources. In chapter three, the
researcher deals on research methods while chapter four is data
analysis and presentation. The findings, summary, and conclusion is
in chapter five.
CHAPTER ONE
INTRODUCTION
6
In this chapter one, the following are to be introduced and analyzed.
These includes background of the study, statement of the problem,
purpose of the study, the scope of the study, research hypothesis,
significance of the study, limitations of the study, definitions of the
essential terms and the structure of the work.
1.0 THE BACKGROUND OF THE STUDY
The first labor union—the civil service union— emerged in 1912. By
1950 the number had grown to 144 with more than 144,000
members, and 300,000 in 1963 affiliated with 5 central labor
associations. Because of a series of labor problems and the
meddling of politicians between 1963 and 1975, the military
government dissolved the central unions and decreed only 1 central
unit, the Nigerian Labor Congress, in 1976. In 1977 11 labor union
leaders were banned from further union activity. A 1978 labor
decree amendment reorganized more than 1,000 previously existing
unions into 70 registered industrial unions under the Nigerian Labor
Congress. In addition to the recognized trade unions, women's
organizations, mostly professional and social clubs, collectively seek
to improve women's conditions and participation in the economic
and political life of the nation. Journalists, university professors, and
students have their own organizations also as interest groups.
The term industrial conflict denotes the clash of interests, and
resulting disputes of varying intensity, between individuals, groups
7
and organisations in the industrial relations system. The relationship
between the owners/managers and the workers/employees is
frequently one of conflict. Conflicts may exist latently or manifest
themselves overtly at every level of industrial relations. The overt
forms of conflict are various and include absenteeism, sabotage, go-
slows, work-to-rule, restriction of output, non-cooperation and
industrial action (strikes, lock-outs, boycotts). Industrial conflict may
centre around differences in values and objectives, and
relationships in terms of power, status and distribution. Whereas
industrial conflict and peace refer to industrial relations issues,
social conflict and peace refer to issues in the wider political and
social sphere. There are numerous theories on the source of
industrial conflict, ranging from radical class-oriented Marxist views
to theories views which attribute conflict to the clash of economic
interests in the employment relationship, because
workers/employees and managers have different interests with
regard to wages and effort.
The term industrial action refers to a situation where the employers'
or the employees' side takes collective action to exert pressure on
the other collective bargaining party in order to achieve its goals.
The term is often used synonymously with labour dispute. Forms of
industrial actions include strikes by employees, lock-outs by
employers, and boycotts. Industrial action can be measured in three
dimensions:
8
the number of strikes and lock-outs (frequency of
industrial action);
the number of affected workers (extent of industrial
action); and
the number of working days lost (volume of industrial
action).
It is much disputed whether industrial action as a means of coercion
is necessary to the conclusion of a collective agreement and
whether its availability is a necessary precondition for free collective
bargaining. Some argue that strikes are just accidents in faulty
negotiations or exist to show that the trade unions' weapons are not
becoming rusty. Others argue that the right to bargain collectively
presupposes that the social partners can establish and maintain a
balance of bargaining power by resorting to industrial action. Still
others argue that strikes serve as filtering and information
mechanisms whereby the union receives information on the profits
of the employer and the employer receives information on union
militancy. As a consequence, more profitable employers will settle
more quickly, implying higher wage rises for the unions, whereas
low levels of profit will lead to long strikes and low settlements.
1.1 STATEMENT OF RESEARCH PROBLEM
9
In looking at the scenario of industrial conflicts and resolution,
some of the questions that easily come to mind are
what may likely be the consequences of conflict and how can
it disrupt the workplace?.
How resolving workplace conflict is an integral part of
everyone's job in a company.
The common causes of workplace conflict and how to
recognize them.
Diffusing disagreements before they get out of hand.
What can the damage escalating conflict and violence can do
to an organization.
How collaboration can be a valuable tool in resolving conflicts.
How to apply proven conflict resolution techniques and
strategies to solve problems.
1.2 OBJECTIVES OF THE STUDY
The main objective of the study was to determine/analysis the
nature of industrial conflicts and resolution in Nigeria Labour
Congress. The subsidiary objectives includes:
Determining the Costs and benefits of industrial conflict.
10
Adopting a yardstick for measuring the cost and benefits of
the industrial conflicts in and organization.
Whether the costs and benefits is financial, personal, social,
political and international.
1.3 SIGNIFICANCE OF THE STUDY
This study is significant because it will produce data and
findings on manpower efficiency and performance
appraisal that will be useful to:
1. Members of the board or council
2. The promoters of this firm in Nigeria and oversees
3. Those at the helm of the organisation which include top
level managers, and low level managers in the industry
4. Supervisors who carry out the actual personnel
management functions.
5. The financial managers, management accountants.
6. The junior staff of the firm
7. The pubic at large and customers of this firm.
8. Nigeria Labour Congress
9. Nigeria civil service commission
1.4 HYPOTHESES
11
It is a conjectural statement of the relationships between two
or more variables. It is testable, tentative problem explanation
of the relationship between two or more variables that create
a state of affairs or phenomenon.
E,C, Osuola (1986 page 48) said hypothesis should always be
in declarative sentence form, and they should relate to them
generally or specially variable to variables.
HYPOTHESIS THUS:
1. Explain observed events in a systematic manner
2. Predict the outcome of events and relationships
3. Systematically summarized existing knowledge.
In essence, there exist NULL HYPOTHESIS set up only to nullify
the research hypothesis and the ALTERNATIVE HYPOTHESIS
for the purpose of the study. For the efficiency of the study,
the hypothesis is as follows:
NULL HYPOTHESIS (HO)
1. Disputes are not often the result of inadequate
consultation by management with their employees.
12
2 Employers does not apply grievance procedures but
negotiate agreements directly with employees to resolve
disputes.
ALTERNATIVE HYPOTHESIS
1. Disputes are often the result of inadequate consultation by
management with their employees.
2. Employers uses grievance procedures and negotiate
agreements directly with employees to resolve disputes
1.5 LIMITATIONS OF THE STUDY
A research work of this nature cannot come to an end without
limitation. The researcher encountered numerous problems
which affected the smooth running of the work. These
problems includes, difficulty in procuring materials for the
project, time factor and financial constraints.
Material Procurement
There was a lot constraints as to getting information and
materials for the job. The researcher made series of
consultations and visit to most renowned institutions to
acquire the needed information. Most materials used were
very difficult to come by, as there is no library within the town.
13
Time Constraints
Combining academic work with job is no doubt a thought
provoking issue, as it has to do with time. Actually, a lot of
time was wasted as the researcher visited the organizations
and individuals together with government agencies to obtain
valuable information for the project.
Financial Constraints
The researcher would have obtained more information than
what is obtainable here but due to lack of money to visit some
of the firms and government agencies located a bit farther
from the researcher place of resident.
1.6 STRUCTURE OR ORGANISATION OF THE STUDY
This research work is to be organized in five chapters as
follows:
1. Introduction
2. Review of Related Literature
3. Research Methods and Producers
4. Data presentation and Analysis and
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5. Summary, Findings and Conclusion
CHAPTER TWO
LITERATURE REVIEW
2.0 INTRODUCTION
New patterns of working, the globalisation of production and
the introduction of information technologies are changing the
way we work. This new working environment has eliminated
some risks whilst introducing others. The importance of the
15
psychosocial working environment for the health of employees
is now well documented, but the effects of managerial style
have received relatively little attention. Yet management is an
increasingly important aspect of companies’ policies.
In this research work, we will examine the relationship
between industrial conflict management in the workplace and
self-reported measures of stress, poor general health,
exhaustion and sickness absence due to overstrain or fatigue
and resolution.
Nigerian labor laws prohibit forced or compulsory labor. They
also prohibit the employment of children under 15 years of
age in commerce and industry and restrict other child labor to
domestic or agricultural work. Many children, however, hawk
goods in markets and junctions of major roads and streets in
the cities and assist their parents in trade and commerce. In
1974 the military government changed the work week from 35
to 40 hours by decree and stipulated payment for extra work
done over the legal limit. Employers are required by law to
compensate employees injured at work and dependent
survivors of those who died in industrial accidents.
Strikes or industrial actions by workers tend to be frequent in
Nigeria. Although plagued by leadership struggles, ideological
differences, and regional ethnic conflicts, the Nigerian Labor
16
Congress has been able to organize or threaten nationwide
workers' strikes, demanding the retention of government
subsidies on petroleum products, minimum wages, and
improved working conditions. Public health doctors organized
in 1985; several labor unions in 1998 protested the austerity
measures of the Structural Adjustment Program. Similar
actions were taken by the Academic Staff Union of Nigerian
Universities (1986, 1988)(and even now our universities are
on strick), the National Union of Nigerian Students (1986,
1989, 1990s), and the National Union of Petroleum and
Natural Gas Workers (1997).
Conditions for workers in Nigeria are far from ideal. Civil
servants and employees of private companies (foreign) have
relatively good offices and facilities, health care, and wages,
but that is not the case for most of the others. Conditions in
the pre-collegiate schools and the universities have
deteriorated markedly because of repression, underfunding,
and irregular payment of salaries. Protests or industrial
actions by trade union leaders often resulted in detention. A
number of university students were killed by the police, and
the universities shut down following students' protests and
riots. Some doctors and professors lost their jobs because of
industrial action. In addition, income inequalities between the
rulers and bureaucrats on the one hand and masses of
17
workers on the other, poor wages, and late payment of
salaries demoralize workers. Furthermore, they adversely
affect their standard of living, health, and work productivity.
The poor conditions contribute to the pervasive corruption in
Nigeria and the use of the country as a conduit for drug
trafficking.
2.1 INDUSTRIAL CONFLICT AND LABOUR DISPUTES: THE TERMS DEFINED
It is important to be clear about the meaning of different
concepts such as labour dispute/industrial action, industrial
conflict, or social conflict, which are often used in close
connection, even synonymously, but which address different
issues.
The term industrial conflict denotes the clash of interests, and
resulting disputes of varying intensity, between individuals,
groups and organisations in the industrial relations system.
The relationship between the owners/managers and the
workers/employees is frequently one of conflict. Conflicts may
exist latently or manifest themselves overtly at every level of
industrial relations. The overt forms of conflict are various and
include absenteeism, sabotage, go-slows, work-to-rule,
restriction of output, non-cooperation and industrial action
(strikes, lock-outs, boycotts). Industrial conflict may centre
around differences in values and objectives, and relationships
18
in terms of power, status and distribution. Whereas industrial
conflict and peace refer to industrial relations issues, social
conflict and peace refer to issues in the wider political and
social sphere. There are numerous theories on the source of
industrial conflict, ranging from radical class-oriented Marxist
views to theories views which attribute conflict to the clash of
economic interests in the employment relationship, because
workers/employees and managers have different interests
with regard to wages and effort.
The term industrial action refers to a situation where the
employers' or the employees' side takes collective action to exert
pressure on the other collective bargaining party in order to
achieve its goals. The term is often used synonymously with
labour dispute. Forms of industrial actions include strikes by
employees, lock-outs by employers, and boycotts. Industrial
action can be measured in three dimensions:
the number of strikes and lock-outs (frequency of industrial
action);
the number of affected workers (extent of industrial action);
and
the number of working days lost (volume of industrial action).
It is much disputed whether industrial action as a means of
coercion is necessary to the conclusion of a collective agreement
19
and whether its availability is a necessary precondition for free
collective bargaining. Some argue that strikes are just accidents
in faulty negotiations or exist to show that the trade unions'
weapons are not becoming rusty. Others argue that the right to
bargain collectively presupposes that the social partners can
establish and maintain a balance of bargaining power by
resorting to industrial action. Still others argue that strikes serve
as filtering and information mechanisms whereby the union
receives information on the profits of the employer and the
employer receives information on union militancy. As a
consequence, more profitable employers will settle more quickly,
implying higher wage rises for the unions, whereas low levels of
profit will lead to long strikes and low settlements.
2.3 COMMON CAUSES OF INDUSTRIAL CONFLICT
Wage Demands
The level of wage and salaries is often the major cause of
disputes between an employee and employer. It also refers to
a demand by employees for an increase in their wage rate or
changes to the way in which their wages are calculated or
determined. As well, wage demands may relate to pay rates
may need to be adjusted to compensate employees in times
of inflationary pressures such as GST and interest rates.
Employees are more likely to seek wage increases to maintain
20
their standards of living. Australian unions and workers fight
for improved wages.
Working Conditions
Disputes often arise over issues of working conditions and
safety at the workplace. Include disputes concerning issues
such as leave entitlements, pensions, compensation, hours of
work. Employers will need to monitor physical working
conditions and provide adequate protective clothing and
equipment, first aid facilities, quality working equipment and
amenities such as lunch rooms, change rooms and toilet
facilities.
Employees will take action if there is a risk to either their or
others health and safety.
Management Policy
Disputes are often the result of inadequate consultation by
management with their employees. Disputes over changes
that management wishes to implement will often cause
industrial conflict. Matters include terms and conditions of
employment, new awards and agreements, award
restructuring, outsourcing and technology acquisitions and
structural change.
Political Goals and Social Issues
21
This usually refers to non-industrial issues, but rather involves
wider issues directed at persons or situations rather than
those relating to the employer-employee relationship.
Employee unions, federations and associations will often
undertake actions that are unrelated to the basic wages and
conditions of their members.
Political Goals and Social Issues
This usually refers to non-industrial issues, but rather involves
wider issues directed at persons or situations rather than
those relating to the employer-employee relationship.
Employee unions, federations and associations will often
undertake actions that are unrelated to the basic wages and
conditions of their members.
2.4 PERSPECTIVES ON CONFLICT
The different stakeholders in employment relations view the
relationship between employers and employees from a range
of different perspectives.
Unitary Perspective
22
In unitary perspective employees and employers work
together as a team to achieve common goals. The unitary
approach in ER assumes stakeholders such as employees and
their employers work “hand in hand” to achieve shared goals.
It sees the business as a unified entity in which everyone
shares the same purpose and is part of the same team. If
conflict does arise, it is seen as the fault of poor employee
management or communication problems. Unions are rarely
needed.
Pluralist Perspective
The pluralist perspective believes that conflict between
employers and employees given their different aims and
interests is expected at times. It also recognizes that some
interests are shared and that decision making should be
shared between the competing parties. Both parties need to
accept that the differing views can be considered for
successful industrial relations to occur. So managers must
develop an effective system of communications that allows
employees to express their views and to resolve them without
damaging the organisation and its performance.
Radical Perspective
23
Radical approach believes that there are such fundamental
differences between employer and employee that it’s almost
certain that conflict will always occur. Sees conflict in the
workplace and reflects the traditional view of “us employees
VS those employers”. It believes that employers and
employees are too opposed to work together.
Roles of stakeholders in resolving disputes
Employers: Use grievance procedures and negotiate
agreements directly with employees to resolve disputes. Line
managers are playing a much greater role today in resolving
disputes.
Employees: Use grievance procedures and negotiate
agreements with employers with or without unions, on a
collective or individual basis.
Employer associations: Provide information and support to
employers, assist in negotiations with unions, represent
employers in tribunals.
Unions: Represent employees in disputes from the shop floor
to the national level, negotiate with management, employers
and associations, represent employees in tribunals.
Government organisations: Through their legislation can
resolve or even prevent disputes. Government has also
24
established the rules under which the parties negotiate,
whether in individual contracts, collective bargaining or in the
conciliation and arbitration system. Government also has the
responsibility of ensuring that these rules are followed, and
stands ready to intervene if an agreement cannot be reached.
2.5 TYPES OF INDUSTRIAL ACTION
There are two main forms of industrial action that can be
taken by employees or employers; overt action (physical
response, highly visible) and covert action (silent and unseen
response)
Overt
Lockouts, pickets, strikes, bans, work-to-rule
Overt industrial action is highly visible, direct and aimed at
gaining max awareness and well organised by unions.
Lockouts
Action taken by employers where employees aren’t permitted
to enter the workplace and are locked out from the workplace
unless they agree to follow management order or work as
directed
Pickets
25
Pickets is where striking workers or a union attempt to gather
outside the workplace forming a line to prevent entry of other
employees, contract labour or suppliers from entering the
workplace.
Strikes
A strike is a withdrawal of labour from production. Strikes are
the most overt form of industrial action and aim to attract
publicity and support for the employees case. Strikes occur
when employees withdraw their labour in order to enforce a
demand or express a grievance.
Bans
Is when employees refuse to form a task that is usually not
specified in their employment contract, such as overtime.
Work-to-Rule
Working to rule is similar to a work ban and involves workers
only performing what is contained in their employment
contract or award and following the strict terms of their
employment contract or award.
Covert
Absenteeism, sabotage, turnover, exclusion from decision-
making in business
26
Covert action is not openly acknowledged or displayed with no
organisation.
Absenteeism
Usually refers to when employees are unhappy, usually when
employees are not being considered by employers in times of
dispute, the employees may undertake a system where they
do not show up to work, and absent themselves. Employees
may undertake mass absenteeism with many being off at the
same time, or rotational absenteeism where they almost
roster who will be taking time off. Action of this sort disrupts
the business but does not stop the employee’s income (sick
leave), so it is favored by some employees
Sabotage
Employees may take industrial action in the form of
deliberately damaging physical items and causing vandalism
in the workplace. Damage is done by employees to either the
product or in the production of the product. Employees usually
take such action to harm or destroy the image of a firm.
Staff Turnover
High voluntary labour turnover (resignation) rates are often
linked with absenteeism rates as indicators of conflict and
dissatisfaction among employees.
27
2.6 EXCLUSION FROM DECISION-MAKING IN BUSINESS
Conflict can arise when employees believe that they haven’t
been given the opportunity to have their say for e.g. not
inviting employees to meetings. It occurs when an employer
does not involve employees in decisions that affect them.
Dispute resolution processes – conciliation, arbitration,
grievance procedures, negotiation, mediation, common law
action, business/division closure
Many firms now try to develop a corporate climate in which
disputes are minimised through collaborative working
relationships, and by training staff in procedures, policies and
guidelines for managing disputes.
2.7 Grievance Procedures
The very first step of negotiating any industrial relations issue
starts in the workplace. A grievance procedure is a formal
series of steps which are meant to be followed when a dispute
arises. They usually start with the first point of contact, such
as a supervisor and then to senior levels of management.
2.8 Negotiation
28
This involves a formal or informal discussion between the
employee and employer level in which both parties agree to a
mutual agreement to resolve the dispute. Under the process
of negotiation parties do not require the assistance of unions
or other assistance.
2.9 MEDIATION
Mediation follows if negotiation is unsuccessful. Mediation
occurs when a neutral third person is introduced who helps
the parties to find a basis for an agreement that is acceptable
to the disputing parties to reach a final agreement.
2.10 CONCILIATION
Conciliation is the formal means of settling a dispute when it
cannot be resolved and may be referred to a third party, such
as the AIRC, usually an industrial commissioner with the
necessary qualification and skillswho encourages the parties
to negotiate their own agreement and brings the parties
together.
2.11 ARBITRATION
29
If conciliation fails, the matter may be referred to arbitration,
arbitration is very similar to the procedures of conciliation,
where the independent third party again comes from the
Industrial Relations Commission.
The main difference here is that the arbitrator considers the
arguments of both sides and makes the final decision, which is
legally binding on the parties involved.
2.12 COMMON LAW ACTION
This is where a dispute goes beyond the boundaries of a quick
resolution such as conciliation, arbitration; grievance
procedures, negotiation and mediation, and needs to be
settled in court, where common law applies. Here the
Australian legal system will be used if the party believes that
the dispute or action has broken the law. This could be a
breach in tort law or contract law.
2.13 BUSINESS/DIVISION CLOSURE
If the dispute is impossible to resolve it may result in the
closure of that division or business. Closure of a division or a
business permanently or temporarily may also be a resolution
or outcome of a dispute
2.14 COSTS AND BENEFITS OF INDUSTRIAL CONFLICT
30
Industrial conflicts have both costs and benefits although in
many cases they are difficult to measure.
The costs and benefits may be financial, personal, social,
political and international.
Financial: Costs
Cost could include loss of production and reduced productivity
due to bans, and loss of wages for the employee if the dispute
results in cutting production and work. Firm’s reputation may
be damaged. The cost associated with legal representation is
a financial burden upon the firm.
Benefits
Benefits could mean better work practices and increased
productivity, and for employees through higher wages. It
could result with fewer disputes and less absenteeism and
labour turnover.
Personal: Costs
Could include a high level of stress for employer and
employee and reduced job satisfaction and could result with
an increase in absenteeism.
Benefits
31
Could mean improved working conditions for employees,
including better occupational health and safety, and better
more efficient production processes for employers. Greater
employee involvement and motivation.
Social: Costs
Tensions and dissatisfaction at work can lead to breakdowns
at home, even domestic violence. Employers could suffer from
vandalism of the workplace and conflict in the community.
Benefits
For both employers and employees could be that the conflict
clears the air and leads to improved communications systems.
Political: Costs
Cost could include damaged reputations for some politicians
and political parties associated with industrial conflicts.
Bitterness between unions and government can lead to
political conflict
Benefits
Could flow to politicians and political parties who present
policies that reduce industrial conflict
International: Costs
32
Nations reputation for stability can be lost and Gain a
reputation as being an unreliable supplier. Productivity levels
drop increasing costs and making Australian business less
competitive against overseas efficient businesses.
Furthermore a loss of export income could occur after periods
of disruption.
Benefits
Conflict improves business’s international competitiveness
presenting opportunities for international expansion and
improved production.
33
CHAPTER THREE
RESEARCH METHODS AND PROCEDURES
3.1 RESEARCH DESIGN
The research method selected for the study is a combination
of a survey and an industrial study. The survey research
method is described hereunder that:
(i) It is a design in which primary data is gathered from members
of the sample that represents a specific population;
(ii) It is a design in which a structure and systematic research
instrument like a questionnaire or an interview schedule is
utilized together with the primary data;
34
(ii) It is a method in which the researcher manipulates no
explanatory variables because they have already occurred
and so they cannot be manipulated;
(iii) Data are got directly from the subjects;
The subjects give the data the natural settings of their
workplaces;
(iv) The answers of the respondents are assumed to be largely
unaffected of the content in which they are brought;
(v) The impacts of the confounding factors are “controlled”
statistically; and
(vi) The aim of the research may span from the exploration
phenomena to hypotheses testing (stone 1995).
The survey research method has some merit, which are to be
articulated hereunder: In the survey research method, the
sample of the respondents are selected in such a way as to
make it low due to the utilization of big sample sizes, which
results in generally low sample errors.
The survey research method also has the merit that data
collection takes place in the “natural” settings of the
workplace rather than an activated laboratory. Data are got
directly from the respondents. The advantage that the survey
yields data that suggests new hypothesis is very illuminating.
There is also the merit that a set of systematic data collection
35
instruments such as questionnaire interview schedules and
observation gadgets can either be used alone or in
conjunction with other instruments (stone, 1995).
3.2 SAMPLING
Spiegel (1992) observes that sampling theory is a study of the
relationship existing between a population or universe and the
samples drawn from it. The population in this study is from the
senior junior staff of the firms. In order to make conclusions of
sample theory and statistical references to be valid, a sample
must be selected as to be representative of the population
(Spiegel,1992). One way in which a representative sample
may be got, is by the process of stratified random sampling. In
this research work, the technique of simple random sampling
is used to select the sample of 100 respondents from each
group of the personnel, making a total sample size of 200.
The list of all senior and junior staff of the firm is from the
personnel department of the company. The numbers were
written on a piece of paper, put in a basket and the papers
were folded to cover the numbers and one of the pieces of
paper was selected at a time without replacing it and any
name corresponding to the number becomes a number of the
sample. This method of sampling without replacement was
36
done until the sample of 100 respondents per group of
personnel was arrived at.
3.3 Population
The population, in this study is the totality of the senior and
junior staff of Niger Labour Congress (Delta State Chapter.
Warri.
The sample size is 200 and this number of respondents was
chosen from the population. The rationale for studying a
sample rather than the population includes that:
1. Most empirical research work in the social science
involves studying a sample in place of the population.
2. Statistical Laws reveal that statistics composed from
the sample data are usually reasonably accurate.
3. Luckily, it is usually possible to estimate the level of
confidence that can be placed on the results.
We should note that above is only possible if the probability
sample size is large enough.
3.4 DATA COLLECTION
Questionnaire
As earlier stated, the primary data collection instrument in this
study is the questionnaire. In the questionnaire method of
primary data collection, heavy dependence is placed on verbal
37
reports from the subjects to get information on the earnings
per share and standard set.
The questionnaire has a lot of merits. It needs less skill to
administer. Questionnaire can be administered to a big
number of individuals at the same time. Also with a specific
research budget, it is usually possible to cover a broader area.
The impersonal nature of a questionnaire, its structure and
standardized wording, its order of question, its standardized
instructions for recording answers might make one to
conclude that it offers some uniformity from one
measurement occasion to another (Selltiz et al, 1976).
Another merit of questionnaire is that subjects may have a
bigger confidence in their anonymity, and thus feel freer to
express views they feel might be disapproved.
Another attribute of the questionnaire that is sometimes,
though not always desirable is that it might place less
pressure on the subjects for immediate response (Selltiz et al,
1976).
The questionnaire also has some demerits. It has noted that
for purpose of giving dependable responses to a
questionnaire, respondents must be considerably educated.
Thus one of the demerits of the usual questionnaire is that it is
appropriate only for with a considerable amount of education.
There is also demerit that subject may be reluctant and
unable.
38
To report on the particular subject matter. Also, if a subject
misinterprets a question or give his or her answer in a batting
manner, there is often a little that can be done to ameliorate
the situation. In a questionnaire, the information the
researcher gets is limited to the fixed alternative answer
format, when a specific answer is not available, it can lead to
error (Selltiz, 1976).
There is also limitation of memory in reporting on past facts.
The researcher is not a policeman that can compel answers.
That is, the information may not be readily accessible to
subject and thus the subject may be reluctant to put forth
enough alternative information that he or she is only barely
conscious of (Selltiz et al, 1996).
In this research project, a structured and undisguised
questionnaire is utilized which is made up of two parts
namely, the personal data section and the section on the data
on the actual subject matter of the work. The questionnaire
was undisguised in the sense that the purpose of the data
collection which was to collect primary data for writing up the
researcher’s HND project was made know to the 200
respondents. The questionnaire was structured in the sense
the questions are logically sequenced and are to be asked to
the respondents in the same manner and no follow up
39
questions are to be allowed. Some of the questions are of the
fixed alternative answer format type.
Ten (10) of the questions have yes or no answers,
Ten (10) of the questions have alternative answer for the
respondents to tick.
The structured questionnaire has the merit that it yields data
that is easier to analysis than data produced by an
unstructured questionnaire. Also the structured nature
diminishes both researcher’s and research instrument biases.
It however has the demerit that the rigidity of the research
instrument diminishes the amount of information that could
be got.
Interview
The method of communication of the research instrument is
by means of the personal interview. The method has the merit
that it produces a better sample of the population than either
mail or the telephone methods. It also has the merit that it
gives a very high completion and response rates. It has the
merit that the interview has a bigger sensitively
misunderstandings by the respondents and gives a chance for
clarification of misunderstood questions. It has the merit that
it is a very feasible method (Selltiz et al, 1976). The personal
interview method has the demerit that it is more costly than
40
the mail or the telephone methods of communication of a
questionnaire.
Observations
In addition to questionnaire and face-to face interviews,
observation was also carried out. This was to enable the
researcher to witness by herself the officers of this firm and to
interact with these people.
3.5 FIELD WORK
The researcher and three other field data collectors did the
fieldwork. The field data collectors were other classmates also
offering the Part-time HND program, who have also offered
research methodology. They had no problem gaining entrance
into the office under consideration since one of them has a
friend working there. They were to be trained by the
researcher on how to greet the respondents and how to tick
the questionnaire correctly and honestly.
3.6 DESCRIPTION OF DATA PRESENTATION AND ANALYSIS
TOOLS
41
The data presentation tools are simple bar charts, histograms,
and pictorial tables. The most important parts of a table
include;
(a) Table numbers
(b) Title of the table
(c) Caption
(d) Stub or the designation of the rows and columns
(e) The body of the table.
(f) The head note or prefatory note or explanatory just
before the title.
(g) Source note, which refers to the literally or scientific
source of the table (Mills and Walter 1995)
Anyiwe (1994) has observed that a table has the following
merits over a prose information that;
(f) A table ensure an easy location of the required figure;
(g) Comparisons are easily made utilizing a table than a
prose information;
(h) Patterns or trends within the figures which cannot be
visualized in the prose information can be revealed and better
depicted by a table; and
A table is more concise and takes up a less space than a prose
formation:
The data is to be analysed by means of percentage, cross
tabulation and the chi-square test of population proportions
for testing the two hypothesis. Percentages express the ratio
42
of two sets of data to a common base of 100. The researcher
made us of the computer program called SPSS (statistical
package for social science) to carry out the computation of the
hypothesis testing.
3.7 Limitation of The Study
Research work is subject to one form of limitation or the other,
mine is not an exemption.
It was the initial thought of the researcher that the exercise
was easy but the contrary was the case. As a student, several
academic demands compete with the limited but precious
time available.
This implies that none of the competing exercise could be
effectively handled without the others being worse off.
This was my situation. Although the time expended was too
small to do justice to the study. The opportunity cost in terms
of other equally important activities forgone or cursorily
attended to, was made.
The researcher faces some embarrassment arising from low-
level educated staff who could not understand the essence of
the research work as this.
43
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
In the previous chapter, the research methods and procedures
have been handled. In this chapter the data presentation and
analysis are to be done. The data is to be presented by means
of tables, two simple bar charts, one histogram and one pie
chart to make it amenable for further analysis. By analysis is
meant the act of noting relationship and aggregating the set
of variables with similar attributes and also breaking the unit
of their components (Mills and Walters 1995).
In this research work, the research accepts the contention of
Podsakoff and Dalton (1995) that the factual information from
the data can be used as a basis for reasoning, calculation and
discussion.
Apart from the heading above, the other headings in this
chapter includes:
Data Presentation,
Percentage analysis
44
Cross-tabulated analysis
Hypothesis testing
4.2 DATA PRESENTATION
TABLE1THE SUMMARY OF THE PERSONAL DATA OF THE
RESPONDENTS
1
2
3
4
SEXMale
FemaleTotal
Marital StatusMarriedSingleTotal
AGE21-30 years31-40 years41-50 years51-60 years
Total
HIGHEREDUCATIONAL
QUALIFICATIONDIPLOMA
ONDHND
FIRST DEGREESECOND DEGREE
NIMTOTAL
FREQUENCY15050200
13070200
90901010200
103080204020200
Anglessuspendedin degree
1854
144363236
360
The marital statuses of the 200 respondents it is found that 130
of them are married while 70 of them are single. For the ages
of the 200 respondents they are 21-30 years, 31-40 years, 51-60
years with frequency of 90 and 10 respectively. For the highest
educational qualification of the 200 respondents they are
45
diploma, OND, HND, First Degree, Second Degree, NIM. and they
have frequencies of 10, 30, 80, 20, 40 and 20 respectively.
Figure 4.1 below shows the simple bar chart of the data on the sex
of the respondents.
FIGURE 4.1: THE SIMPLE BAR CHART OF THE DATA ON THE SEX OF THE RESPONDENTS
GENDER OF THE RESPONDENTS
TABLE 2. GENDER OF THE RESPONDENTS
Source: from data in table 1 (generated from SPSS)
From figure 4.1 above, it is shown that male respondents have
the modal frequency of 150 of the 200 respondents while the
female respondents have the frequency of 50 of them.
Frequency
percentage
Valid Percent
Cumulative Percent
MAIL 150 75.0 75.0 75.0FEMAL
E50 25.0 25.0 100.0
Total 200 100.0 100.0
46
160
140
120
100
80
60
40
20
0
-
-
-
-
-
-
-
-
-
MAIL FEMALE
Figure 4.2 below shows the simple bar chart of the data on the
marital statuses of the respondents.
FIGURE 4.2: THE SIMPLE BAR CHART OF THE DATA ON THE MARITAL STATUSES OF THE RESPONDENTS
TABLE 3. MARITAL STATUS OF THE RESPONDENTS
From figure 4.2 above, it is shown that the married respondents
have the modal frequency of 130 out of the 200 respondents while
the single respondents have the frequency of 70 of them.
FIGURE 4.3: THE HISTOGRAM OF THE DATA ON THE AGES OF THE RESPONDENTS.
AGES OF THE RESPONDENTS
Status frequency
Percentage
Valid Percent
Cumulative Percent
MARRIED 130 65.0 65.0 65.0SINGLE 70 35.0 35.0 100.0Total 200 100.0 100.0
47
140
120
100
80
60
40
20
0
-
-
-
-
-
-
-
-MARRIED SINGLE
020
4060
8010
0
TABLE 4. AGES OF THE RESPONDENTS
SOURCE: From the data in Table 1.
From figure 4.3 above, it is shown that the age classes limit are
20.5-30.5 years, 30.5-40.5 years, 40.5-50.5 years and 50.5-60.5
years with frequencies of 90, 90, 10, and 10 out of 200 respectively.
This shows that this is bi-modal distribution as the age classes of
20.5-30.5 years and 30. 5-40.5 years have a frequency of 10.
Figure 4.4 below shows the pie chart of the data on the highest
educational qualifications of the 200 respondents.
FIG.4.4 THE PIE CHART OF THE DATA ON THE HIGHEST EDUCATIONAL QUALIFICATIONS OF THE 200 RESPONDENTS
48
15%
5%
10%
40%
10%
20%
NIM DIPLOMA
1.0 2.0 3.0 4.0
Std. Dev = 78 Mean = 1.7 N = 200.00
Categories
Frequency
Percentage
ValidPercentag
e
Cumulative Percent
21 TO 30YEARS
90 45.0 45.0 45.0
31 TO 40YEARS
90 45.0 45.0 90.0
41 TO 50YEARS
10 5.0 5.0 95.0
51 TO 60YEARS
10 5.0 5.0 100.0
Total 200 100.0 100.0
TABLE 5. EDUCATIONAL QUALIFICATION OF THE RESPONDENTSEducational
levelFrequency Percentage Valid
PercentageCumulative Percentage
DIPLOMA 10 5.0 5.0 5.0
OND 30 15.0 15.0 20.0
HND 80 40.0 40.0 60.0
FIRST DEGREE 20 10.0 10.0 70.0
SECOND DEGREE
40 20.0 20.0 90.0
NIM 20 10.0 10.0 100.0
Total 200 100.0 100.0
SOURCE: from the data in table 1.
From figure 4.4 above, the Highest Educational Qualifications are
Diploma, O.N.D, First Degree, Second Degree and NIM and the
sustained angles in degree is equal to 180, 540, 1440, 360, 720 and
360 and respectively at the center of the circle.
4.3 CROSS-TABULATED ANALYSIS
Table bellows show the analysis of the statuses of the 200
respondents
49
OND
SECOND DEGREE
TABLE 6. Cross- tabulation 1
The above table shows that the total of 100 respondents (out
of 200 said no. this proved that disputes are often the result of
inadequate consultation by management with their
employees.
TABLE 7. Cross-tabulation 2
The above table indicates that employers uses grievance procedures and
negotiate agreements directly with employees to resolve disputes
104 respondents out of 200 said yes. While 40 did not agree
with the fact.
50
DIPLOMA OND HND
FIRST DEGREE SECOND DEGREE NIM
Total
DISPUTES ARE OFTEN THE RESULT OF INADEQUATE CONSULTATION BY MANAGEMENT WITH THEIR
EMPLOYEES
YES NO DON’T KNOW
NOANSWER
Total
61914
-4021100
2
3110
43
2
39
39
22
79
18
39
101991
19
4021200
39
DIPLOMA 10 10 OND 19 19 HND 14 30 47 91
FIRST DEGREE 10 9 19 SECOND DEGREE 40 40 NIM 21 21
Total 104 40 47 9 200
EMPLOYERS USES GRIEVANCE PROCEDURES AND NEGOTIATE AGREEMENTS DIRECTLY WITH EMPLOYEES TO RESOLVE DISPUTES
YES NODON’TKNOW
NOANSWER Total
4.4 HYPOTHESIS TESTING
In attempting to arrive at decisions about the population, on
the basis of sample information it is necessary to make
assumptions or guesses about the population parameter
involved. Such an assumption is called statistical hypothesis,
which may or may not be true. The procedure, which enables
the researcher to design on the basis, is sample regards
whether a hypothesis is true or not is called test of hypothesis
or test of significance.
The null hypothesis asserts that there is no significant
difference between the statistics and the population
parameters and what ever is observed difference is there, is
merely due to fluctuations in sampling from the same
population. Null hypothesis is thereby denoted by the symbol
H0.Any hypothesis, which contradicts the H0, is called an
alternate hypothesis and is denoted by the symbol H1.
The researcher has used chi-square analysis.
CHI-SQUARE TEST
The c is one of the simplest and most widely used non-
parametric test in statistical work. It makes no assumptions
about the population being sampled. The quantity c describes
the magnitude of discrepancy between theory and
observation i.e. with the help of c test we can know whether a
51
given discrepancy between theory and observation can be
attributed to chance or whether it results from the inadequacy
of the theory to fit the observed facts. If c is zero, it means
that the observed and expected frequencies completely
coincide. The greater the value of c the greater will be the
discrepancy between observed and expected frequencies.
The formula for computing chi-square is –
c =(O-E)2/E
Where,O=Observed frequency
E=Expected or theoretical frequency
4.5 SOFTWARE USED FOR DATA ANALYSIS:
For the data analysis and the interpretation, the researcher
has adopted advanced version of SPSS (statistical package for
social science). This application software has facilitated the
researcher to construct the frequency table, various types of
charts and to find out the valid percentage responses from the
sample. By this automated data analysis it has minimized the
researcher ’s time constraints and reduced human error and
give also accurate outlay of information.
Chi-Square Test (1)
DISPUTES ARE OFTEN THE RESULT OF INADEQUATE CONSULTATION BY MANAGEMENT WITH THEIR
EMPLOYEES.Observed
ExpectedF
Residual Decision
52
FYESNO DON’TKNOW NOANSWERTotal
10043
39
18 200
50.050.0
50.050.0
50.0 -7.0
-11.0
-32.0
AcceptReject
Reject
Reject
Chi-Square Test (2)
EMPLOYERS USES GRIEVANCE PROCEDURES AND NEGOTIATE AGREEMENTS DIRECTLY WITH EMPLOYEES TO RESOLVE
DISPUTES
Residuals
The observed value of the dependent variable minus the value
predicated by the regression equation, for each case. Large
absolute values for the residuals indicate that the observed
values are very different from the predicted values.
SOURCE: From the questionnaires administered.
The formulated hypothesis that is subject to statistical test will
be at 5% level of significance in testing hypothesis, the
calculated value of the test statistics is usually compared with
tables of value. The critical values of the test statistics serve
Observed
F
ExpectedF
Residual Decision
YESNO DON’TKNOW NOANSWERTotal
10440
47 9 200
50.050.0
50.0
50.0
54.0 -10.0
-3.0
-41.0
AcceptRejected
Rejected
Rejected
53
as criterion value. It afforded the basis for rejecting the null
hypothesis is a function of the value of the tested statistic.
Reject the null hypothesis if the calculated value of the test
statistic is greater than the critical value.
Accept the null hypothesis if the calculated value of the test
statistic is less than the critical value.
DISPUTES ARE OFTEN THE RESULT OF
INADEQUATE CONSULTATION BY
MANAGEMENT WITH THEIR EMPLOYEES.
EMPLOYERS USES GRIEVANCE
PROCEDURES AND NEGOTIATE
AGREEMENTS
DIRECTLY WITH EMPLOYEES TO
RESOLVE DISPUTES
Chi-Squaredf
73.880 3
94.120 3
TEST STATISTICS
note: df = degree of freedom
4.6 SUMMARY OF RESULT
Level of significance……….0.05
Critical value………………………43.0
Calculated value……………………73.880
From the above analysis, it could be seen that in the first test, DISPUTES ARE OFTEN THE RESULT OF INADEQUATE
CONSULTATION BY MANAGEMENT WITH THEIR EMPLOYEES.
’, the calculated value is greater than the critical value so we
reject the hypothesis.
54
In the second test which state that EMPLOYERS USES GRIEVANCE PROCEDURES AND NEGOTIATE
AGREEMENTS DIRECTLY WITH EMPLOYEES TO RESOLVE DISPUTES
, The level of significance is 0.05, the critical value is 44 while
the calculated value from the test statistics table is 94.120.
Looking the data above, it shows very clear that the
calculated value is more greater than the critical value so we
reject the hypothesis.
CHAPTER FIVE
FINDINGS, SUMMARY AND CONCLUSION
5.0 INTRODUCTION
In this chapter, the researcher deals with the findings as
regards the scenario of industrial conflicts and resolution. The
work is summarized with the conclusion drawn.
55
5.1 FINDINGS
During the research work, the researcher found out that..
Conflict in the workplace is inevitable. Anytime two or more
people come together, they will eventually disagree about
something. While some conflict can be healthy, it is often an
indication that there is something wrong. Conflict is frequently
a "call to action"… a problem crying out for a solution.
The good news about conflict is that it is usually based on
"caring". The more someone defends their point of view in an
argument, the more they care. But if conflict is allowed to
fester and grow without a resolution, it can lead to serious
problems such as threats and even physical violence. The
effectiveness of an entire organization can be harmed if
conflict is allowed to escalate.
5.2 SUMMARY
“The literature of industrial relations abounds in discourse of
conflict. The history of the trade union movement recounts
many episodes of violence and bitter confrontation between
workers and bosses. The feelings expressed by Slackbridge,
the union delegate in coketown in 1854”. In the Nigeria, the
juridification and institutionalisation of industrial relations
regulate the solution of conflicts in detail. Very important is
56
the strict distinction between conflicts of rights, which concern
the interpretation of the collective agreements, and conflicts
of interests concerning the terms of new agreements. Conflict
of rights are subject to legal regulation and have to be
resolved with peaceful means by conciliation committees or,
as the last resort, the labour courts. Only conflicts of interest
can be resolved by means of "industrial warfare".
Furthermore, a complex system of mediation, arbitration,
labour court procedures and peace obligations provides the
conflicting parties with rights and duties and permits little
space for ambiguity.
5.3 CONCLUSION
Conflicts in employment and industrial relations are a complex
matter and there are a numerous factors affecting their latent
presence and the propensity to conflict. The relatively low
volume of labour disputes in Nigeria may be attributed to the
"juridification" of industrial relations, and to institutions about
which there is a joint consensus among the bargaining parties.
Both provide the framework for a detailed allocation of certain
substantive issues to different institutions within the dual
system - ie, collective bargaining (unions and employers'
associations) and workers' representation at establishment
level (works councils). Negotiation and co-determination under
57
the legal obligation of "social peace" and "trustful
cooperation" lead to the neutralisation of the workplace by
moving conflict from the workplace to the industry level.
These mechanisms channel and depoliticise conflicts,
encourage professionalisation of conflict management, lead to
a higher predictability of behaviour and in the end serve the
purpose of containing and dampening conflict.
58