Organisational Effectiveness through Effective Industrial Relations : Current School News

Achieving Organisational Effectiveness through Effective Industrial Relations

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Achieving Organisational Effectiveness through Effective Industrial Relations.

ABSTRACT  

This study focuses on achieving organizational effectiveness through effective industrial relations. The objectives of the study are: to identify the industrial relations process of the Nigerian public sector; to determine how to improve on the industrial relation’s process of the public sector; to identify the benefits derived from effective industrial relations; and to identify the strategies that could be used to manage industrial relation’s conflicts.

The research methodology is descriptive; data were generated through primary and secondary sources. The study approach is based on research questions which have influenced the data generated and pattern of descriptive analysis presented. The researcher analyzed the data collected based on the responses from the distributed questionnaire. The chi-square test and T-test was used to test the hypotheses.

The findings from this study revealed that industrial relations process of the Nigerian public sector includes collective bargaining, negotiations, mediation and arbitration; decentralizing collective bargaining and practicing true federalism will improve industrial relations process of the public sector; industrial harmony and organizational effectiveness are attributed to effective industrial relations; and collaboration and compromise can be used to manage industrial relations conflicts.

Based on the findings, the study recommends that the federal legislators should institutionalize a decentralized collective bargaining as a bid to solving the conflicts arising from the national minimum wage; efforts should be made by federal legislators to compel the government to regularly publish its accounts publicly; more industrial courts should be established; the labour laws in Nigeria should be reviewed and updated. 

INTRODUCTION  

Industrial relations are a multidisciplinary field that studies the employment relationship. Industrial relations are increasingly being called employment relations because of the importance of non-industrial employment relationships. Many outsiders also equate industrial relations to labour relations and believe that industrial relations only studies unionized employment situations, but this is an oversimplification (Ackers, Peter, 2002).

Industrial relations have its roots in the industrial revolution which created the modern employment relationship by spawning free labour markets and large-scale industrial organizations with thousands of wage workers. As society wrestled with these massive economic and social changes, labour problems arose. Low wages, long working hours, monotonous and dangerous work, and abusive supervisory practices led to high employee turnover, violent strikes and the threat of social instability.

Intellectually, industrial relations were formed at the end of the 19th century as a middle ground between classical economics and Marxism, with Sidney Webb and Beatrice Webb’s Industrial Democracy (1897) being the key intellectual work. Industrial relations thus rejected the classical economics (www.wikipedia.org). According to Englama (2001), industrial relations refers to the combination of interactions that take place between the employee and employer in an organization.   

BIBLIOGRAPHY

Ackers, P. (2002), “Reframing Employment Relations: The Case for Neo-Pluralism”,
Industrial Relations Journal.

Adebisi, Moses Adeola (2004), Industrial conflict and trade unionism in Nigeria.
Department of Sociology, University of Ilorin, Ilorin, Nigeria. Journal of the
Department of Business Administration, University of Ilorin, Ilorin, Nigeria.
4(4):11-17

Akeem, A. Akinwale (2011), Labour Reform and Industrial Conflicts Mismanagement in
Nigeria. Paper Presented at the 6th IIRA African Regional Congress of Industrial
Relations. Jan. 2011, Lagos, Nigeria.

Bernard S. Mayer (2000), The Dynamics of Conflict Resolution. San Francisco: JosseyBass

Cameron KS, Sulton RI, Whetten DA (1988). Readings in Organizational Decline,
Ballinger, Cambridge, MA.

Caplow T (1976). How to run Any Organization, Hindsdale III, Dryden Press.

Child J (1969). The Business Enterprise in Modern Industrial Society, London, CollierMacmillian.

Cooks, L. M. and Hale, C. L. (1994), The Construction of Ethics in Mediation. Mediation
Quarterly 12(1), 55-84.

Cunninghan JB (1977). “Approaches to the Evaluation of Organizational Effectiveness”
Acad. Manage. Rev., pp 463 – 474.

CSN Team.

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