Title:

The impact of labour management relations on

organisational productivity

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Dissertation
Word Count: 15,430
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Table of Contents
ABSTRACT.................................................................................................................................... 3 CHAPTER 1 INTRODUCTION ....................................................................................................... 4 1.1 BACKGROUND OF THE STUDY....................................................................................................... 4 1.2 PROBLEM STATEMENT .................................................................................................................. 5 1.3 AIMS AND OBJECTIVES .................................................................................................................. 6 1.4 SCOPE AND PURPOSE OF THE STUDY ........................................................................................... 7 CHAPTER 2 LITERATURE REVIEW ................................................................................................ 8 2.1 INTRODUCTION ............................................................................................................................. 8 2.2 INDUSTRIAL RELATIONS ................................................................................................................ 8 2.2.1 LABOUR .................................................................................................................................. 9 2.2.2 THE IMPORTANCE OF LABOUR MANAGEMENT RELATIONS ................................................. 9 2.2.3 OBJECTIVES OF LABOUR MANAGEMENT RELATIONS .......................................................... 10 2.3 TRADE UNIONISM ....................................................................................................................... 10 2.3.1 TRADE UNION AND ITS FUNCTION ...................................................................................... 11 2.4 THE STATUS OF LABOUR UNION ................................................................................................. 12 2.5 LABOUR MANAGEMENT CO-OPERATION ................................................................................... 12 2.6 THE EFFECT OF LABOUR MANAGEMENT RELATIONS ON ORGANIZATIONAL PRODUCTIVITY. 12 2.7 THE IMPACT OF LEADERSHIP PATTERN ON LABOUR MANAGEMENT RELATION ....................... 13 2.7.1 LEADERSHIP STYLE ............................................................................................................... 14 2.7.2 CONSEQUENCES OF USING AN INAPPRORIATE MANAGEMENT STYLE ............................... 15 2.7.3 THE NEED FOR EFFECTIVE RELATIONSHIP WITH ALL SUBORDINATE................................... 15 2.8 EVALUATION AND RECOGNITION OF PERFORMANCE................................................................ 16 2.8.1 APPRAISAL ............................................................................................................................ 16 2.9 THE CONCEPT OF COLLECTIVE BARGAINING .............................................................................. 17 2.9.1 INDUSTRIAL CONFLICTS AND RESOLUTIONS ....................................................................... 18 2.10 PRODUCTIVITY .......................................................................................................................... 19 CHAPTER 3 METHODOLOGY..................................................................................................... 21 3.1 Overview of research methods ................................................................................................... 21 3.2 RESEARCH HYPOTHESIS .............................................................................................................. 21 3.3 PHILOSOPHY OF RESEARCH METHODS ....................................................................................... 21 3.4 RESEARCH APPROACHES ............................................................................................................. 22 3.4.1 SELECTED RESEARCH APPROACH ......................................................................................... 23 1|Page

3.5 DATA COLLECTION AND METHODOLOGY ................................................................................... 23 3.6 RESEARCH STRATEGY .................................................................................................................. 24 3.7 RESEARCH ETHICS ....................................................................................................................... 25 3.8 RESEARCH LIMITATIONS ............................................................................................................. 25 CHAPTER 4 Results and analysis ............................................................................................... 26 4.1 DESCRIPTION OF THE ACQUIRED DATA ...................................................................................... 26 4.2 EFFECTIVENESS OF INDUSTRIAL RELATIONS ON PRODUCTIVITY................................................ 26 4.3 IMPORTANCE OF LABOUR PRODUCTIVITY.................................................................................. 27 4.4 IMPACT OF LABOUR RELATIONS ON ORGANISATIONAL PRODUCTIVITY ................................... 28 4.5 OBJECTIVES OF LABOUR MANAGEMENT RELATIONS ................................................................. 29 4.6 CONTRIBUTION OF TRADE UNIONISM TO ORG. PRODUCTIVITY ................................................ 30 4.7 SUPPORT OF TRADE UNION ........................................................................................................ 31 4.8 IMPACT OF TRADE UNIONISM ON ORG. PRODUCTIVITY ............................................................ 31 4.9 IMPORTANCE OF LABOUR MANAGEMENT CO-OPERATIONS ..................................................... 33 4.10 LEADERSHIP IMPORTANCE FOR LABOUR MANAGEMENT RELATIONS ..................................... 34 4.11 LEADERSHIP STYLES................................................................................................................... 34 4.12 ESSENTIALNESS OF PERFORMANCE APPRAISAL FOR LABOUR MANAGEMENT RELATIONS .... 35 4.13 IMPORTANCE OF COLLECTIVE BARGAINING TO RESOLVE LABOUR ISSUES.............................. 36 4.14 INFLUENCE OF MOTIVATIONAL INCENTIVES ON LABOUR MANAGEMENT RELATIONS ........... 37 4.14 SUMMARY OF RESULTS ............................................................................................................. 38 CHAPTER 5 DISCUSSION AND FINDINDS ................................................................................... 39 5.1 SUMMARY OF THE FINDINGS...................................................................................................... 43 CHAPTER 6 CONCLUSION AND RECOMMENDATIONS ............................................................... 44 REFERENCES .............................................................................................................................. 49 Appendix A: Questionnaire ........................................................................................................ 57 Appendix B: Frequency tables .................................................................................................... 61

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ABSTRACT
Labour management relations are important in terms of organisational productivity and an on-going debate from the last few decades. In general opinion, the success of any organisation is not only measured by the amount of profit the company could make but also by the degree of industrial peace and harmony that could be maintained in the said organization. The overall aim of this dissertation is to identify the impact of labour management relationship on the organisational productivity. For this purpose, a detailed investigation was carried out to evaluate how various management styles affect the behaviour and output of employees at work. It was also critically evaluated that how labour management relations have an impact on organisational productivity by distributing 150 questionnaires to the organisations in the Delta State in Nigeria. The results of the primary investigation reveal that survey respondents are aware of the importance of industrial and labour relations in terms of boosting organisational performance but importance is not given to labour productivity within the organisations in Delta State. A gap between the thinking of management and labour about the objectives of labour management relations was also found during primary research. It was also identified that most of the organisations in Delta state are not using any leadership pattern and other organisations are using traditional democratic style leadership.

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CHAPTER 1 INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Recent years have witnessed a growing call for a more cooperative relationship between labour and management as a means of increasing productivity. Despite the growing attention being paid by scholars to labour management cooperation, only a handful of studies have examined the impact of labour management relationship on organizational productivity. Several studies have seen that effective labour management relationship is essential to promoting organizational change and increasing productivity (Black and Lynch, 2001). Basically, the management at any level is focuses on a productive organization which applaud good morale and increased productivity that could boost profit growth (Ajala 2007). The study of labour management relations (LMR) refers to the rules and policies which govern and organize employment, how these are established and implemented, and how they affect the needs and interest of employees and employers. LMR has implications for the organization of work as well as economic policy (Von Otter 2007). The focus gradually has broadened from the formation and operation of national and local institutions and collective bargaining to strategic human resource policies. Most recently a multi-level agenda has formed, following new needs for regulations in world trade, in the extended European union, and in former communist and newly industrialized countries (Von Otter 2007). Often times, labour relations differ between countries. Having a clear view on labour relations systems as well as the collective bargaining situation each country faces will give a clearer picture of the nature of the economy, its production methods as well as the countries background and development (Caulfield 2004). Understanding the economic expansion and changes that affect each country helps better understand labour relations system so the study of both labour relations and collective bargaining should not be neglected (Kuruvilla 1994; Napathorn and Chanprateep 2011). Collective bargaining on the other hand is the process by which organised groups of employees and employers search for ways to coordinate their conflicting goals through common circumstances (Vettori 2005). Its main function is being able to meet a common interest that organizes terms and conditions of employment (Bamber and Sheldom 2002). The quality of the labour- management may have more to do with organizational performance than unionization. However, there is considerable debate among academics,

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union officials and management executives concerning the benefits drawbacks of labourmanagements Cooperation (Thornicroft 1993). Black and Lynch (2001) came to the conclusion that unionized organisations that support joint decision making together with incentive based bonuses have greater output than nonunion plants. On the other hand, organizations that are unionized but carry on traditional labour management relations have lesser productivity. As noted by Barbash (1984) and Cooker and Meyer (1990), the labour- management relationship has traditionally been characterized by higher wages and benefits a welldeveloped grievance procedure, strong adherence to seniority; and restrictive work rule and job classification procedures. Furthermore, labour management relations have been largely adversarial and power-oriented; with both parties viewing the relationship as distributive and accepting the position that management was responsible for increasing the wealth of the organization while labours responsibility was to bargain for a share of wealth (Stephen and Roderick 2005)

1.2 PROBLEM STATEMENT

In essence, the employees of labour must pay very serious attention to the due and cry of their employees and their various needs so as to be able to ascertain all the prerequisites to industrial peace and harmony, high organizational productivity and to the success attainment of the companys goals and objectives. This is so because all the activities of the company are invited and determined by the persons that constitute the institution. It is recorded modern firms using plant equipment, automated equipment, computer, etc. tend to be non-productive except for the human effort and direction that any company needs to get whenever it is going to. In addition, the impact of Labour-management can also increase organizational productivity. Labour-management co-operation is advocated as a means of promoting industrial democracy. Workers should have a say in the administration of the enterprise to which they belong Employees decisions and they are more likely to be totally committed to work harder to achieve ideas which they help create. It is contended that a closer association between labour and management leads gradually to the appreciation of the problems of one by the other and the development of an accommodative frame of mind. Through better labour-management relations the strength,
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experience and enterprise of the workers can be effectively harnessed to accomplish the company objectives rather than being used in undoing what management does. It is necessary to note the labour-management relations. If we consider the definition of industrial relations by Yesufu (1981) as the whole web arising out of employment contract the central issue of concern is how the labour- management interactions at work can maintain and attain maximum levels of productivity. The maintenance of industrial peace therefore is an essential condition. Condition for the socio-economic growth and stability of any society. In essence, the management and the workers in any organization need to work towards varying objectives, and in the process of doing this, the need for occasional joint construction over several issues which may include improved production and welfare of the employees cannot be over-emphasized. The organizational goal of increased profitability and productivity can only be realized in a peaceful industrial environment, hence the need to ensure good labour management relations in any work organization. The central issue of concern is how the labour management interactions at work can attain and maintain maximum levels of productivity. The productivity of the selected companies in Delta state Nigeria as a means of promoting the economic growth of Nigeria. Its workers Union as an organized labour movement exists to maintain and improve the working condition and terms of employment of workers. The employers are interested in maximising and more realistically, optimizing the returns from their investment while the employees are interested in how to maximize their returns in the form of wages and other benefits and maximize the inherit physical and other industrial hazards. Hence there arise the need to find out the sort of labour management relationship that exists at the selected companies in Delta State and its effects on productivity of labour.

1.3 AIMS AND OBJECTIVES

The overall aim of this dissertation is to identify the impact of labour management relationship on the organisational productivity and the underlying objectives are as follows: To evaluate how the various management styles affect the behaviour and output of employees at work To evaluate how labour management relations have an impact on organisational productivity on the survey companies

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To evaluate critically how labour management relations in the surveyed companies could also be improved so as to ensure their attainment of a high level of productivity

1.4 SCOPE AND PURPOSE OF THE STUDY

The modern work place like the world at large continues to feel the impact of many changes and challenges. Labour management are increasingly being asked to deliver quality product and services in abundance and at reasonable cost. Amidst it all, labour management is increasingly being recognised as the basic building blocks of organizational performance (Chandrasekar, 2011). In every organizational setup, therefore whether economic, social, cultural or otherwise, two indispensable groups are easily discernible these group labour management constitute the pivot upon which the activities of one existing organization revolves (Tangen 2005). It is generally believed that the areas of the most common mutual interest where labour and management may co-operate consciously to the advantage of both promoting efficiency and productivity, eliminating waste reducing lost and improving the quality of the product. On the other hand, if there are no good interests among labour management there will be low rate of productivity. Every organization or company is set up to achieve or attain some defined objectives. These objectives which have to be accomplished through the instrumentation of the aforementioned groups also include high organizational productivity. The promotion of industrial peace and harmony, which are the major variable for socio economic growth and development, should be one of the objectives of labour- management relations. Therefore, the extent of the success in achieving these desired goods depends largely on the type of relationship that exists between labour and management and how will the two actors play their expected roles. For any company is to be associated with success there has to be certain degree of compatibility between labour and management. An employee will be highly dedicated and co operation his interest should be promoted and protected. It is a general opinion that the success of any company is not only measured by the amount of profit the company could make but also by the degree of industrial peace and harmony that could be maintained in the said organization.

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CHAPTER 2 LITERATURE REVIEW

2.1 INTRODUCTION
With a decline in productivity over the past five years in Nigeria, it has been of great concern to business analysts. There has been a search for solutions as the decline continues (Brunstein and Fisk 2003; Balk 2003). With the application of various innovative management techniques, many organizations have made efforts to solve their productivity problems (Balas 2004). Different organizations have carried out different incentive programmes to improve employee motivation and productivity (Moe, 2000; Steers and Porter, 2000). The physical force for an increase in productivity from organisations is not a new happening. What really motivates employee productivity is the management style and attitude of the managers. One primary goal of the managers in these organizations is to encourage workers to perform at high levels (Steers and porter 2000; Cadwell 2001; Christesen 2002). It is of the notion that the more managers can reply to questions regarding how to motivate their employees, the more productive they will be at increasing productivity, boosting performance and promoting organizational accountability (Cherniss and Kane 2004). In this research, I will comprehensively carryout a study based solely on the aforementioned sub headings under the literature review.

2.2 INDUSTRIAL RELATIONS

The concept of industrial relations is recent and can be followed back to the work done by Professor John Dunlop in 1958 in his work titled industrial relations system. Dunlop developed one of most influential frame work for explaining industrial relations. He sees industrial relations systems as an analytical subsystem of the society And it involves a study of problems posed by wages, employment and conditions of service to which both workers and their organization; the government and its agencies and at all times the general public must find solutions (Dunlop, 1958). Industrial relations are associated with the systematic study of all areas of employment (Fajana 2000). It has been debated to have a similar meaning with labour relations. It can be argued that industrial relations are a leading factor that affects productivity directly or indirectly. Industrial relations can be referred to as a fusion of interactions that happen between employer and employee in an organisation (Yesufu, 2000). It is believed that the fundamental issue in all organisations is developing and maintaining an effective and
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amicable relationship. For these to be achieved, policy making by consultation, delegation and group dynamics must be implemented (Englama, 2001).
2.2.1 LABOUR

Labour in most cases is often looked at as the most effective of all factors employed for the establishment of wealth and the potential to build up and assist as a force to all other resources (Yesufu 2000) The concise Oxford Dictionary defines labour as bodily and mental toil tending to the supply of wants of its commodity. Labour has the same meaning with worker, which means any employee who enters into a contract for mutual work, clerical work or professional work. According to the Encyclopaedia Britannica, labour also could be likened to several human processes and activities. The word in most sense is related to employment, unemployment, work, trade unionism and organizational relations. In both public and private organizations, a lot of emphasis has been put on labour productivity. One reason for this emphasis on labour productivity is possibly because labour is a key resource which is universal (Oyeranti 2003). Some others reasons to justify the use of labour for the purpose of productivity are: Labour is the only means of production that has known control over its inputs to output. Labour is thought to be the most substantial factor of production Labour is the most measured factor of production ( Ayani and Awe 2101, I.L.O 1996)

2.2.2 THE IMPORTANCE OF LABOUR MANAGEMENT RELATIONS

The basis for the development of industrial democracy is the good relation employers and employees. The result of industrial peace is the increase in productivity Former President Shri V.V Giri noted that it is a necessary to maintain common trust and assurance between employers and employees to acquire the goal of quick social justice and economic development (Pandey 2007).

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2.2.3 OBJECTIVES OF LABOUR MANAGEMENT RELATIONS

The main objective of labour management relations is to bring about an agreeable relation between two colleagues. Given that public policy provides the basis for labour and management relationship, it is the responsibility of the union and management to organize themselves on how to relate with one another under the broad frame work of objectives which each party seeks to achieve (Olujide et al, 2004). Below is a summary of the objectives of labour management relations.
Table 2.1 Management and Labour Objectives

Management Objectives Improvement ambition. Maintenance of control of the organization of personal goals

Labour Objectives and Individual goals and ambition

Maintenance of the organization.

The maintenance of the organization and Rationing of scarce job opportunities well being Improvement economic goals of certain social and Development of a judicial system of deciding disputes over rights of individual workers

Formation of relationship with bargaining Upgrading working conditions and economic goals welfare of members (Olujide et al, 2004)

2.3 TRADE UNIONISM

Trade union generally originated from efforts of workers to pursue growth in existing working conditions through combined efforts. It is of the belief of workers that they can benefit more through membership of a union rather than doing it alone (Ademiluyi and Imhonopi 2010) Most commonly, trade unions are established to preserve the aim of workers. Being one of the significant partners in Industrial relations system, Labour unions have helped to protect the views of workers in order to improve their terms and conditions of employment within the industrial relations system (Fashoyin, 1980). In Nigeria, trades union has advanced into a
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strong, creative, and dynamic national liberator movement in the country (Iyayi, 2008). As noted by Iyayi (2008) that trade union in Nigeria has gone beyond their usual role of championing the cause of workers to exercise much governmental and public authority and acting as cautious caretakers of the people. Despite the fact that this brought trade unions and their leaders into bad looking conflicts with the political classes, they have still been able to achieve a lot of victories during the process of their struggles for a better living for workers.
2.3.1 TRADE UNION AND ITS FUNCTION

Different definitions have been brought forward in an effort to explain in detail what trade union is. A few of the definitions of trade union would be examined. Wordnet (2009) described trade union as an organization of employees made to negotiate with employer through management and has positive impact on management. Stewards Dictionary 2009 went on to define trade union as workers formed into a willing association to carry on their common interests with the workers. The International Confederation of Free Trade Union (ICFTU 2009) sees trade union as a lasting organisation created by workers to secure themselves at work to better their working conditions by way of collective bargaining to pursue better conditions and enabling workers to give views on problems in the society. The various definitions given take into account relevance of the existence of trade unions and also points to the fact that Nigeria has gone past protecting workers right to fighting antipeople policies of government putting them under pressure to carry out much more to benefit workers (Ademiluyi and Imhonopi 2010). In any economy, the resulting effect of organised labour could be important because of the functions they carry out (Fajana 2006). These functions could be social, political or managerial in nature. Trade unions play a multidimensional role in the society with the aim of improving work conditions. The objectives of trades union in Nigeria as seen in the nations trade union act can be seen below: To relate with labour unions on both local and international levels To assure collective and individual job security against all possible danger brought about by market change or organisational policies.
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To regularly assure freedom of association and the acknowledgement of trade union rights on all unionized workers (Fajana 2006).

2.4 THE STATUS OF LABOUR UNION

Labour unions are a force who governs sustainable consumption and production. This assumption is established on the fact that unions act in place of a significant amount of the workforce and engage in a substantial amount of political activities. With union having dual roles, they have consistently focused on issues that are of direct concern to the interest of the union member. Only of recent have labour unions expanded their programs to include sustainable development, education and environmental production (Heins 2004)

2.5 LABOUR MANAGEMENT CO-OPERATION

A large amount of studies have seen that effective labour management relationship is important to promoting organizational change and increasing productivity. Enhancing labour management cooperation is said to be an important objective of industrial relations strategy in the economy (Gera and Gu, 2004). By many, labour management cooperation had been seen as the solution to organizations ambitious woes. Labour cooperation is looked for as a means to organize labour compliance, thus carrying on managements control over labour. When labours power reduces, the labour management cooperation comes to an end. In contrast, others have argued that management look for labours cooperation as well as being involved in workplace decision-making during times of ambitious crisis (Preuss and Frost, 2003) The effect of labour management cooperation on organisational performance has been examined by a number of studies (Katz, Kochan, and Gobeille 1983; Shuster 1983; Katz, Kochan, and Weber 1985; Norsworthy and Zabala 1985). All these studies however have examined the automotive industry and principally the manufacturing sector. An evaluation of the impact of the union management relationship on attainment outcomes in other organizational settings is therefore justified (Heskett et al 1997)

2.6 THE EFFECT OF LABOUR MANAGEMENT RELATIONS ON ORGANIZATIONAL PRODUCTIVITY

Within an organization, changes in labour relations are often affected by management practices.
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Labour management relation refers to industry and relations. Industry can best be described as any constructive activity in which an individual is committed while relations means the connection that exists within the industry by an employer and his workman. The approach of industrial relations is an establishing and effective concept and does not restrict itself only to the complex of relations between the unions and management but also refers to the accepted web of connection usually gotten between employees (Pandey 2007) The acceptable relation between employees and employers is a foundation for the growth of industrial democracy. In 1982, Agarwal described Industrial harmony as completely connected with economic boost of the country. Industrial harmony brings about higher cooperation between management and workers which eventually results in improved production that goes on to the economic advancement and success of the country. Employee productivity is based on the extent of time an individual is actually present at a job and effortlessly performing their duties while at the job. To achieve and maintain high work productivity, companies must address both these issues (Adenike 2011). Significant research has shown the importance of job satisfaction in an organization in terms of productivity, employee relations and efficiency (Fajana 2001). Performance is influenced by a workers performance as well as a collection of environmental and situational factors. Job satisfaction is key in any organization because if employees are not pleased, their work productivity as well as relationship with management decreases (Cockburn and perry 2004; Boro et al 2001). In an attempt to please employees, managers most frequently make use of incentive programmes, although research has consistently proved that no amount of money given will change the levels of motivation and job satisfaction (Joyce and Slocum 2004).

2.7 THE IMPACT OF LEADERSHIP PATTERN ON LABOUR MANAGEMENT RELATION

With the workforce not being committed in the organization, low trust, job insecurity and indecision will increase in the organization (Panayiotis et al., 2011). Commitment in the organization can improve organizational productivity (Carlos and Filip, 2011). For a more excellent performance of the organisation, leadership commitment is one of the distinct agents of success (Sabir et al, 2011; Das 2002; Chew and Chan, 2008). Leadership and its influence is the main target for profit organisation to accomplish organizational goals.

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Numerous researches have given different theories concerning leadership, its effectiveness and its relationship to organizational performance (Blake and McCanse 1991) According to an article cited in Izedonmi 2006, the World Development Indicator in 2006 noted the factors behind slow growth in Africa are: backward technology, ethnic and tribal divisions, colonial legacy, policy mistakes, deficient infrastructures and insignificant industrial activity. These factors including others such as corruption and social insecurity can be traceable to incompetent leadership in evolving economies in ever sector (Kurfi 2009).
2.7.1 LEADERSHIP STYLE

Leadership is the utilization of power in totality. Exercise of power involves making things happen through others. To achieve this, leaders may use one or any of the following: controlling, guiding, coordinating or gathering the efforts of others (Gibb, 1954). Robins (1991) views leadership as an ability to affect a group in the direction of achievement. Fielder in 1967 defined leadership effectiveness as leaders being able to achieve organizational goals. To be productive, leaders must assist group members in satisfying their needs. Leadership styles, in managerial circumstances, are the accepted ways a leader acts towards assistance in order to achieve given objectives. Every organization is a unique mixture of people, objectives and tasks. Each leader has a unique character and set of capabilities. A good leader in one situation may be the awful in another (Kurfi, 2009). Research however has shown that proper style of leadership rests on the following: The leaders attitude Nature of the job The situation at a pint in time and The preference of the employees

Leadership styles can be classified into three: 1: Traditional styles: leadership Autocratic leadership, Democratic leadership and Laisse-faise

2: Modern styles: This is an alternative method brought up by Ransis Likert (1967): Job-centred, Employees-centred and Job-employee centred
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3: Contingency approach: Fielders Model, Path-Goal Model and Vroom - Yetton model (Kurfi 2009). Leadership is an important tool for the improvement of an organization to achieve their desired goals. Failure of good and productive leadership in any organization can be said to be the main hindrance in any societal development. Thus, the inadequate condition of our backward technology, infrastructures and other societal declines are traceable to poor and incompetent leadership (Dandago 2005).With leadership styles in place, using one which inappropriate can cause discrepancy. In dealing with situations effectively, no one style is better than the other. Whether a specific leadership pattern is suitable or not depends on the situation (Rahim 2002)
2.7.2 CONSEQUENCES OF USING AN INAPPRORIATE MANAGEMENT STYLE

What happens when modern complex organisations are managed with a traditional leadership style? The autocratic management leader under the traditional style of leadership is extremely domineering. He has plenty of power to tell his followers what to do and does not delay to do so if required. According to Douglas McGregor in 1960, he named the autocratic assumption about followers, Theory X. According to Theory X, people have low drive, are likely to avoid responsibility, and prefer to be managed. People naturally have hatred for work and when can do try to avoid it. It is essential to use command, authority and warning of discipline to get people to work.
2.7.3 THE NEED FOR EFFECTIVE RELATIONSHIP WITH ALL SUBORDINATE

The need for effective relationship between leaders and their subordinates is of importance in management. Douglas McGregor in 1960 talked about the Theory Y leader. He believes that if people are dedicated to organizational goals they will apply self-control as well as selfdirection. He went on to say that work is a normal phenomenon and if the circumstances are affirmative, people will not only accept responsibility, but will seek it. In this case this leader makes use of a lot of authority, allows independence and avoids imposing his personal choices on his subordinates. The leaders here is seen to allow subordinates participate in decision making and authority is decentralized (Kurfi 2009)

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2.8 EVALUATION AND RECOGNITION OF PERFORMANCE

Every organization makes use of the employee recognition techniques to motivate employees to put more work in achieving customer satisfaction in order to attain organizational growth (Hasan 2011). Organisations focus on appraising performance of employees by using different forms like score cards to inspire employees to better performances (Murphy& Olsen 2008). Firms centre on the use of performance measures to enable managers take actions in an attempt to accomplish organisational objectives (Drury 2004). Performance measures are essential for managers to track and measure performance for their employees as well as for employees to be aware of the financial impact of their performing outcome (Anthony & Govindarajan 2001). Despite the fact that so much has been noted on the need for close analysis of performance measures, however almost very little established on performance measurement systems in developing countries (Hussain, 2005).
2.8.1 APPRAISAL

In human resource management, performance appraisal is one of the most important processes because of its great effect on both financial and program components of any organization. Performance appraisal has numerous definitions. It can be defined as a process within the overall performance management process and also the evaluation of an individuals work performance in order to arrive at objective personnel decisions (Kavanagh, 1997; Robbins et al, 2000). Performance appraisal entails setting goals for the appraisal system, considering the timing of feedback, giving candid and constructive feedback and following up to ensure that the system works. A well-designed performance appraisal system recognizes an employees contributions thereby giving employees useful performance feedback (Dattner, 2010). The appraisal is an occasion to take a general view of work content, having a look back on what has been accomplished and acknowledge objectives for the next step.

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The objectives of appraisal should be decided before the system is outlined in detail. Its main objective is to study performance and recognise career and planning needs. The appraisal may also be used to decide whether employees should acquire an element of financial reward for their performance. Appraisals help to enhance employees job performance by recognizing strengths and weaknesses and decide how their strengths can be best made of within the organisation (Michael 2000).

2.9 THE CONCEPT OF COLLECTIVE BARGAINING

Collective bargaining in some developing countries like Nigeria is a well-organized event which has been subject to many socio-economic dimensions, contextual issues and the connectivity of these issues (Opute, 2011). Collective bargaining stated by Grogan in 2003 is the process by which organised groups of employees and employers look to adjust their conflicting goals through collective means. The act of collective bargaining is closely related with democracy and workers right to arrange trade unions and a law making example strengthening the parties to collective agreements to focus on the process (Opute, 2011). In industrial relations practise, collective bargaining is an important instrument to be used as a way of avoiding the use of wage tribunals for the conditions of service. For collective bargaining to be effective, the parties must be willing to meet at reasonable times to make careful preparations to support their bargaining demands and decide on how much authority is to be visited in their negotiating teams. For collective bargaining to be significant, the following conditions must be seen: Bargaining in good faith by the parties involved Avoidance of unfair practices The parties must have conflicting interest Freedom of association Willingness to give and take (Opute, 2011)

Collective bargaining is mainly considered to be the main function of trade union. Both institutions are so linked that many writers speak of them as if they were distinct connected occurrences (Vettori, 2005)

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2.9.1 INDUSTRIAL CONFLICTS AND RESOLUTIONS

In every organization, conflicts cannot be avoided. Within industries in Nigeria, conflicts have become continual and disturbing so much that it has restricted growth of some organizations in Nigeria. In a lot of organizations in Nigeria, conflicts are taking so much time and attention that organizations are beginning to look as if conflict is their main business (Ojielo 2002). The ineffectiveness on how to manage conflicts in workplaces has presented a real issue in some organizations. This is seen by great repetition of harmful rivalry among staff within an organization, strike action, lack of productivity and general inefficiency. In an attempt to sustain organizational efficiency and effectiveness, managing conflict is critical (Ojielo 2002). Conflict is a fixed event in any human organization. It is so universal in social life that it has been cut off by some as the simple unit for deducing social existence (Ajala 2003; Alimba 2010). Conflict remains the most constant feature that makes humanity persuaded that growth is affirmed on conflicts. Conflict which is seen as something abnormal, detestable and devastating could as well be a precursor of positive change if usefully handled ( Hammed & Ayantunji 2002; Edwards 2002). Based on understanding of the concept, conflict has been subjected to different definitions. In 2004, Fisher et al defined conflict as an on-going situation that is established between groups or individuals who share conflicting goals. Otite 2001 conceives conflict as a way of resolving issues originating from disputing interests. With the views of various writers on the concept of conflict, it has been found that conflict cannot be avoided and is not essentially meaningless rather its effect depends on how it is handled ( Otite 2001). There are two sources of conflicts that arise in an organisation. They are internal and external source of conflict. Internal sources consist of disputes arising within organisations. Within a work settings conflict orientations focus basically on the conflicting nature of the interest of the employers. Most conflicts arise due to the fact that the needs of all actors of industrial relations conflict with each other. Otobo 2000 noted that internal sources would include orientation consciousness of workers, style on management and efficacy of the promotion system. External sources include economic policies, unpatriotic behaviour of the political and economic classes and national economic mismanagement. However some of the external
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causes of conflict may not directly provoke industrial conflict but they would influence general social expectation. In 1977 Ojeli stated that the cause of industrial conflict in Nigeria is as a result of the cold behaviour of employers and the government in acting on the demands of workers. In industrial relations, conflict between employer and employer is seen as a continual power feature of capitalism which hardly shows the most important power base of class relations. The most controversial aspects of industrial conflict are strikes and lockout. However, strike is viewed as an expression of freedom by individuals collectively and provides tactical support for collective bargaining. In recent years it seems as if trade disputes and strikes are increasing in Nigeria. The bottom line is, to achieve industrial peace through the willing cooperation of the works; management must recognize and accommodate labour.

2.10 PRODUCTIVITY
In every organisation, productivity is an essential factor. Profit and loss relies on the degree of labour productivity. Although most organizations are not about profit and loss, costs are beyond question essential (Haynes 2007). Productivity can be defined as a measure of the amount of output created per unit of input (Boyle 2006). Productivity which has been defined as being concerned with a relationship between input and output does not go around matters that people have in mind when public sector productivity is talked about. In Nigeria, declining productivity has become a continuous issue of business and economic analysts over the past five years. As the decline continues, so does the search for answers (Balk 2003; Burnstein & Fisk 2003). Holzer and Seok-Hwan 2004 debated that although the idea of productivity has been made use of for many years, it is often misapplied, simplified and misinterpreted. They went on to say that the idea of performance may act as a more attractive conceptual way towards improvement. With the issue of productivity increase in the public sector not being new, practitioners and scholars have worked for long to recognize what makes government productive (Stainer 2000).
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The concept of productivity is often mistaken with the more common concept of performance management. Productivity is one of the numerous ways by which performance can be appraised (Byus and Lomerson 2004; Tangen 2005). Making an effort to overcome the issue of productivity of Nigerian workers is not unachievable although discouraging. Yesufu 2000 stated that there is every reason to believe that the Nigerian worker could be as effective and productive as its equals anywhere in the world. If the basic infrastructural activities such as good roads and health care facilities, good drinking water and constant flow of electricity were in place, productivity in Nigeria would be boosted ( Okpachi 1999)

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CHAPTER 3 METHODOLOGY
3.1 Overview of research methods
This research is aimed at appraising the labour management relationship in selected companies in Delta state and considering its impact on productivity and efficiency of workers and management. A research is a structured analysis that applies satisfactory scientific methodology to create advanced information that is generally accepted. It is a process of accumulating, examining and deciphering information to answer questions (Kothari 1985). Qualifying research requires certain characteristics such as it being rigorous, empirical and critical, systematic and valid and verifiable (Dawson, 2002). Research methods are a central part of social sciences. With the complexity of social research over the years being formed by different theories and significant additions from researchers and academics, it covers a broad area of study and includes areas of governance, politics and business (May 2001).

3.2 RESEARCH HYPOTHESIS

Labour management relations would not significantly influence the workers performance and productivity in the selected companies in Delta State. Management strategy of motivational incentives would not significantly influence labour management relations in regards to the efficiency and productivity of workers in those selected companies in Delta State.

3.3 PHILOSOPHY OF RESEARCH METHODS

Social research philosophy is between two alternatives; the positivist or a phenomenological philosophy. Authors such as Hussey and Hussey, 1997 and Easterby-Smith et al, 1991have placed emphasis on the choices involving research philosophy. The positivist philosophy has been used in scientific research and overtime its rationale has been used by social workers. The theory looks for accuracy and equality as well as data and its results in its research (May, 2001) Phenomenology is concerned with the study of experience from the perspective of the individual, bracketing taken'for'granted assumptions and usual ways of perceiving (Lester,

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1999).

Phenomenological methods are effective at bringing together the thoughts and

experiences of individuals from their own view. When phenomenological research is used for practical theory, it allows for support and challenge policy, information and action (Lester, 1999)

3.4 RESEARCH APPROACHES

Research can be based on empirical approach, non-empirical approach or a combination of the two. There are dimensions of the empirical approach which can be evaluated. They are: Deductive / inductive Quantitative/ qualitative

Deductive research was defined by Hussey and Hussey, 1997 as a study in which a conceptual and theoretical structure is developed which is then tested by empirical observation; thus particular instances are deducted from general influences. Deductive research is a can be referred to as progressing from general to the particular and is a process in which theory is tested by empirical observation (Hussey and Hussay, 1997) Inductive research can therefore be defined as a study in which theory is, developed from the observation of empirical reality. Inductive approaches are aimed to aid an understanding of meaning in complex data through the classification of raw data(Pope, 2000; Hussey and Hussey, 1997). Originally quantitative research was made to study natural phenomena. Quantitative methods are useful when the study is used to gather information from a large sample size. Important parts of quantitative research include the selection of appropriate samples and the validity and accuracy of the results are reliant on the appropriate selection of the sample population (Bryman& Bell, 2003). Quantitative methods now conducted include surveys (carried out with a carefully selected sample of people), formal methods, numerical and laboratory experiments (Myers, 1997). Qualitative methods on the other hand were established to allow researchers study cultural and social aspects (Myers, 1997). This method is used in situations that are complex and cannot be analysed using surveys (Davis, 2007). Qualitative research is carried out using direct interviews or focus groups where there is an interaction between the researcher and the

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participants discussing issues that are been investigated (Bryman& Bell, 2003). Examples of qualitative methods are case study research, action research and ethnography. Their data sources include interviews and questionnaires, researchers impressions and reactions, observation and participants observation and documents and texts (Myers, 1997)
3.4.1 SELECTED RESEARCH APPROACH

Both qualitative and quantitative approaches were used in this research. It was used to get a holistic view of the topic under study. Using both approaches may be expensive and time consuming but it allows for the topic under study to be assessed comprehensively (Babbie, 2007)

3.5 DATA COLLECTION AND METHODOLOGY

The data collection for the research consisted of two sources, primary and secondary. The primary sources of data collection included surveys and the use of questionnaires using a sample size of about hundred people. Surveys allow researchers get data on the subject through questionnaires or interviews. Surveys also permit researchers to collect data on recent happening. One important weakness is the issue of bias. Bias is a form of systematic error that can change investigations. It is almost impossible to absolutely eliminate bias. In an attempt to do so, new bias may come in and may render the study less generalizable (Sica, 2006). The same questionnaire was designed for both management and labour consisted of total 13 questions where Q4 was added to record the perspectives of either management or labour. Remaining questions were related to both. After distribution, the questionnaires were collected within two weeks. The use of interviews was applied where necessary to obtain more information on the impact of labour management relations on organizational productivity (Bryman& Bell, 2003). The secondary sources of data included were the use of relevant publications in form of books and articles by the companies under study (Bryman& Bell, 2003). The primary data collected from questionnaire was analysed through MS Excel and SPSS. The Relative Index formula was used to rank the objectives of labour management relations in question 4. The formula is given below:

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Source: Black (2010)

Where, nx is the number of respondents agreeing with the x option, for instance:

Ordinance Scale 1- Least objective 2345- Main objective

Therefore,

Respondents 16 24 43 7 10 100

Ordinary Scale 0.2 0.4 0.6 0.8 1.0

R.I. = [1(16) + 2(24) + 3(43) + 4(7) + 5(10)] / 100(5) = 271 / 500 x 100 = 54.2 (Moderate important)

3.6 RESEARCH STRATEGY

With the research aimed at appraising the labour management relationship in the selected companies in Delta State and considering its impact on the productivity, efficiency of the workers and management both qualitative and quantitative research approaches were used. Most of the information collected for the study was basically of primary source. As a means of using the primary source requirements, questionnaires were prepared for the management personnel and the employees. Questionnaires were designed and distributed among management and labour personnel to gather primary data. Surveys were also being carried out. The questionnaires and surveys were carried out to get in-depth information on the views of staff and management on leadership and productivity. The bringing together of information from these various sources helps in obtaining a holistic view of the issue and in making relevant conclusions (Babbie, 2007). The design adopted in this research work was the Descriptive Survey Research Design. It was adopted after considering the fact that the aim of the research was to find out the types of relationship that exist between the parties involved in labour management relations in the

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establishments under study and also find out reasons why they have such a relationships (Kate et al, 2003).

3.7 RESEARCH ETHICS

Researchers have ethical obligations to put into consideration when carrying out a research. There are several reasons why ethics is important in research and care has been taken to ensure ethical considerations for this research (Resnik, 2011). Considering ethics in research all aims at guarding from harm the rights of the participants taking part in the research. Privacy is one of the most important aspects with regards to research. Participants participating in the research are given consent process. This is a process where potential participants can decide if it is worth taking part in a study putting into consideration its risks.Their participation should be voluntary informing them of the procedures and risks involved in the research. Ethical standards are carried out to ensure that participants are been assured confidentially and are protected from undue harm that may arise from their participation in the research (Davis, 2007). With the research involving direct involvement of human participation, all ethical codes were adhered throughout the research. With the research involving the use of questionnaires and surveys, care was taken to ensure that all participants were duly informed of the process informing them about confidentiality with their consent taken before the research was carried out.

3.8 RESEARCH LIMITATIONS

There are likely to be limitations during research. The limitations which are likely to be faced during the research are the unwillingness of the officials of the company under study not being keen on disclosing vital information regarding the company due to companys privacy and confidentiality rules. These limitations could be overcome during the progress of the research with the necessary actions being taken.

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CHAPTER 4 Results and analysis

4.1 DESCRIPTION OF THE ACQUIRED DATA
The primary data was acquired from selected companies in Delta State in order to examine the impact of labour management relationships on productivity and efficiency of workers and management. For this purpose, 150 questionnaires were distributed to labour and management personnel and researcher received 100 questionnaires back and found

interesting initial insights about labour management relations and its effects on organisational productivity. The results obtained from the questionnaires are shown in the frequency tables in appendix B. Furthermore, secondary data was gathered from several secondary sources such as journals, books, and magazines.
Microsoft Excel and SPSS application programs were used to analyse the data in this study. Figure 4.1 is exhibiting the details of the respondent groups where labour respondents were accounted for 85% and 15% respondents were management personnel.
Figure 4.1 Respondent groups

4.2 EFFECTIVENESS OF INDUSTRIAL RELATIONS ON PRODUCTIVITY

Q1 Is industrial relations a leading factor that affects productivity directly or indirectly?

Respondents were asked to record their views whether industrial relations is a leading factor that affects the productivity directly or indirectly. For that reason, five options were provided to them (strongly agree, agree, neutral, disagree, and strongly disagree). It was identified that the vast majority of the respondents were either agreed or strongly agreed with the statement. In fact, 71 out of 100 respondents (71%) marked agree and 19% participants marked
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strongly agree option. The rest of the respondents (10%) were neutral in showing their opinions. Figure 4.2 is exhibiting these details.
Figure 4.2 Effectiveness of industrial relations on productivity

4.3 IMPORTANCE OF LABOUR PRODUCTIVITY

Q2 In your organisation, importance is given to the labour productivity?

A question was included to identify how much importance is given to labour productivity in a participants organisation by providing them five fundamental options (strongly agree, agree, neutral, disagree, and strongly disagree). The results reveal that most of the respondents (56%) chosen disagree and 5% selected strongly disagree option in stating their opinions. There were also 38 participants who ticked neutral to the above statement as shown in figure 4.3 below.
Figure 4.3 Importance of labour productivity

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4.4 IMPACT OF LABOUR RELATIONS ON ORGANISATIONAL PRODUCTIVITY

Q3 In your opinion, what is the importance of labour management relations in terms of organisational productivity?

With regards to the above question, it was interesting to know that almost half of the respondents (52%) think that labour relations have deep impact on organisational productivity by choosing very important from the provided options. 36% participants marked important and remaining 12% ticked somewhat important option. Actually, in the opinion of all the 100 participants, labour management relations are significant in terms of organisational productivity.
Figure 4.4 Impact of labour relations on organisational productivity

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4.5 OBJECTIVES OF LABOUR MANAGEMENT RELATIONS

Q4 How you rate the objectives of labour management relations?

The question was based on objectives of labour management relations with two perspectives: management perspective and labour perspective. Five core objectives were chosen from the literature review for each perspective and provided to the respondents to rank them according to their preference and experience using 1 5 scale where 1 = least objective and 5 = main objective. The responses of the participants were ranked and recorded in tables 4.1 and 4.2 using Relative Index formula.
Table 4.1 Objectives: management perspective
Least objective Main objective Rank Total

Management perspective
Maintenance of control of the organization The maintenance of the organization and well being Formation of relationship with bargaining goals Improvement of personal goals and ambition Improvement of certain social and economic goals Total responses

R.I 87.60 66.20 54.20 47.40 44.60

1 7 19 16 39 19 100

2 10 2 24 7 57 100

3 1 11 43 35 10 100

4 2 65 7 16 10 100

5 80 3 10 3 4 100

100 100 100 100 100

1 2 3 4 5

Table 4.1 reveals that management of control of the organisation is the main objective according to the management personnel with R.I 87.60. Similarly, the maintenance of the
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organisation and well being and formation of relationship with bargaining goals were ranked at second and third positions with respective R.Is of 66.20 and 54.20. According to the participants of the survey, improvement of personal goals and ambition and improvement of certain social and economic goals were least objectives in terms of labour management relations with 47.40 and 44.60 R.Is respectively.
Table 4.2 Objectives: labour perspective
Least objective Main objective Rank Total

Labour perspective
Individual goals and ambition Improving working conditions & economic welfare of labour Developing a judicial system to handle disputes b/w labour Rationing of scarce job opportunities Maintenance of the organization Total responses

R.I 85.40 67.20 53.20 49.00 45.20

1 9 15 20 27 29 100

2 7 6 22 27 38 100

3 6 13 39 27 15 100

4 4 60 10 12 14 100

5 74 6 9 7 4 100

100 100 100 100 100

1 2 3 4 5

It is evident from high R.I of 85.40 in table 4.2 that from the labour perspective, individual goals and ambition is the core objective of labour management relations followed by improving working conditions and economic welfare of labour that received maximum responses as second main objective. Likewise, developing a judicial system to handle disputes between labour and rationing of scarce job opportunities were ranked at third and fourth place with corresponding R.Is of 53.20 and 49.00. In the opinions of labour respondents, maintenance of the organisation is the least objective for them in terms labour management relations.

4.6 CONTRIBUTION OF TRADE UNIONISM TO ORG. PRODUCTIVITY

Q5 Do you agree that trade unionism contribute to the productivity of the organisation?

In terms of contribution of trade unionism to organisational productivity, above question was included in the questionnaire by providing two options (i.e. yes and no) to participants. Figure 4.5 is showing the results that a majority of the respondents (71%) were agreed with the statement and remaining 29% marked no where maximum respondents belongs to management.

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Figure 4.5 Contribution of trade unionism to organisational productivity

4.7 SUPPORT OF TRADE UNION

Q6 The trade union supports you?

Related to the previous question, it was also asked to the respondents that did they get support from trade union when they required help in the past. It was discovered from the results shown in figure 4.6 that participants are happy about the role of trade unions in supporting and guiding them. In fact, total 87 out of 100 (87%) respondents marked yes.
Figure 4.6 Support of trade union

4.8 IMPACT OF TRADE UNIONISM ON ORG. PRODUCTIVITY

Q7 To what extent you are agreed or disagreed with the following statements?

In order to know the impact of trade unionism on organisational productivity, it was asked to the respondents to show their agreement or disagreement with multiple statements shown in table 4.3. For that reason, 1 5 scale was provided to respondents, where 1 = strongly agree

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and 5 = strongly disagree. Table 4.3 and Figure 4.6 are displaying the results to what extend respondents were agreed to each statement.
Table 4.3 Impact of trade unionism to organisation productivity
Trade unionism impact on organisational productivity
Trade unions play a vital role in the society to improve work conditions Trade unions assure collective and individual job security against all possible dangers Labour union is a force who governs sustainable consumption and production Trade unions are the threat and have negative impact on the management Trade unions can help to relate with labour unions on both local and international levels Strongly Agree 1 32 29 15 8 4 Agree 2 43 38 21 4 17 Neutral 3 24 26 27 28 13 Disagree 4 1 3 21 32 50 Strongly Disagree 5 0 4 16 28 16 100 100 100 100 100 Total

It is evident in table 4.3 that majority of respondents (75%) were either agreed or strongly agree that trade unions do play a vital role in the society to improve working conditions whereas 24% respondents were neutral in saying anything. Only 1 participant disagreed with the statement. Almost similar results were obtained about second statement where it was asked about the security that trade unions provide for collective and individual jobs against all possible dangers. In fact, maximum number of respondents (67%) chosen agree or strongly disagree options and 26% participants were decided not to provide their opinions by marking neutral option. Only 7% people disagreed with the statement. The researcher received mixed responses in regards to third statement which was about the role of labour unions in providing sustainable consumption and production. Actually, 15% respondents marked strongly agreed, 21% chose agree, 27% were neutral, 21% picked disagreed, and finally, 16% respondents ticked strongly disagree option. The vast majority of respondents (60%) disagreed with the fourth statement that trade unions are the threat and have a negative impact on the management operations. Total 28 out of 100 (28%) respondents never provided their opinions and marked neutral option. Remaining 12% participants were agreed with the statement where 6 participants were management personnel. Finally, in the opinions of 66% respondents, trade unions cannot help to relate to labour unions on both local and international levels. On the contrary, 21% people think that they help to relate with labour unions on the national and international level. This time only
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13% people marked neutral option. The responses of the participants are shown graphically in figure 4.7 below.
Figure 4.7 Impact of trade unionism to organisation productivity

4.9 IMPORTANCE OF LABOUR MANAGEMENT CO-OPERATIONS

Q8 In your opinion, what is the importance of labour management co-operations in terms of organisational productivity?

It was also identified that labour management co-operations are vital to respondents in terms of organisational productivity. Several respondents (64%) marked important and remaining 36% participants ticked somewhat important as shown in figure 4.8.
Figure 4.8 Importance of labour management co-operations

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4.10 LEADERSHIP IMPORTANCE FOR LABOUR MANAGEMENT RELATIONS

Q9 In your opinion, to what extent leadership is important for labour management relations?

It is widely believed that leadership is always important in every field of life. Once asked to the respondents about the significance of leadership in terms of labour management relations, most of the participants (68%) marked very important and the rest of the people (32%) selected important that represent the thinking of participants about leadership for establishing and maintaining labour management relations in order to achieve organisational productivity. Figure 4.9 is presenting these details graphically.
Figure 4.9 Importance of leadership for labour management relations

4.11 LEADERSHIP STYLES

Q10 What leadership style is adopted by your organisation?

The above question was critical to identify which leadership styles have been adopted by companies in Delta state to manage labour management relations. For that reason, four primary options were provided to respondents: traditional style, modern style, contingency approach, and no leadership style. Each leadership style was classified into three subcategories to provide insights of leadership styles to respondents. It was interestingly discovered that 54% respondents marked no leadership styles and remaining 46% respondents chosen from other available options as shown in figure 4.10.

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Figure 4.10 Leadership styles

Figure 4.10 demonstrates the details of leadership styles chosen by participants, where 34 out of 46 respondents (74%) marked democratic leadership. 6 and 4 out 46 (13% and 9%) participants said job-centred and employees centred respectively.
Figure 4.10 Leadership styles

4.12 ESSENTIALNESS OF PERFORMANCE APPRAISAL FOR LABOUR MANAGEMENT RELATIONS

Q11 Do you agree that performance appraisal is essential for labour management relations?

Figure 4.12 is exhibiting that the vast majority of the respondents believe that performance appraisal is essential for labour management relations. Total 54 out of 100 (54%) participants were fully agreed with the statement and 42% respondents were partially agreed. Only 4% people ticked not at all option.
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Figure 4.12 Essentialness of performance appraisal for labour management relations

4.13 IMPORTANCE OF COLLECTIVE BARGAINING TO RESOLVE LABOUR ISSUES

Q12 In your opinion, how important collective bargaining is in resolving particular labour related issues?

A particular question was included in the questionnaire to know the importance of collective bargaining to resolve specific labour issues. The results revealed that nearly half of the respondents (52%) somewhat believe that collective bargaining can play a vital role in resolving labour problems whereas 23 out of 100 (23%) people believe that it is important. Remaining 25% people avoided to provide their opinions in this regards. Figure 4.13 demonstrates these details.
Figure 4.13 Importance of collective bargaining to resolve labour issues

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4.14 INFLUENCE OF MOTIVATIONAL INCENTIVES ON LABOUR MANAGEMENT RELATIONS

Q13 Do management strategy of motivational incentives would significantly influence labour management relations in regards to the efficiency and productivity of organisation?

In order to test the null hypothesis, a particular question was included in the questionnaire whether management strategy of motivational incentives would significantly influence labour management relations in regards to the efficiency and productivity of the organisation. It was identified that in the opinion of 95% participants it is true that motivational incentives would have an impact on labour management relations in order to improve productivity of their organisations whereas only 5% were disagreed with the statement as shown in figure 4.14.
Figure 4.14 Influence of motivational incentives on labour management relations

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4.14 SUMMARY OF RESULTS

Respondents tend to agree that industrial relations are one of the leading factors that directly or indirectly affect organisational productivity but in contrast, several respondents believe that in many organisations in Delta state the importance is not given to labour productivity. The most important finding revealed by survey investigation is the difference between the objectives of management and labour personnel where management always focus on organisational maintenance and control in forming relationships with bargaining and gives less importance to the improvement of personal, social, and economic goals and ambition. On the other hand, labour perspective was different where preference was given to personal & economic goals and working conditions. For labour personnel, maintenance to organisation was the least important objective. A healthy percentage of respondents were agreed that trade unionism contributes to the productivity of the organisation and also plays a vital role in the society to improve working conditions. Similarly, participants have the awareness that trade unions are not threat to the management. However, it was interesting to discover that according to survey participants trade union cannot help to relate to labour unions on both local and international levels. Also, many respondents disagreed with the fact that trade union is a force who governs sustainable consumption and production. Respondents were agreed that leadership is an important part of labour management relations but it was found that more than half number of organisations never adopted any leadership style. Almost less than half organisations have adopted the traditional democratic style. It was also discovered that in the opinions of respondents, performance appraisal and collective bargaining are important in terms of dealing with labour related issues. Regarding motivational incentives, the vast majority of respondents believe that management strategy of motivational incentives does influence labour management relations in regards to the efficiency and productivity of the organisation.

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CHAPTER 5 DISCUSSION AND FINDINDS

The study is aimed to identify the impact of labour management relationships on the organisational productivity. For this a purpose, it was presumed as research hypothesis that labour management relations would not significantly influence the workers performance and productivity in the selected companies in Delta State. In addition, the management strategy of motivational incentives would not significantly influence labour management relations in regards to the efficiency and productivity of workers in those selected companies in Delta State. The questionnaire was designed and distributed between management and labour in different companies in the Delta state to test the hypothesis and also to evaluate how labour management relations have an impact on organisational productivity. In this section of the dissertation, the attempt will be made to discuss different findings from the results obtained by the survey investigation by comparing them with secondary data obtained from the literature review. It is very important to recognise the importance of industrial relations which are, in fact, associated with all systematic areas of employment (Fajana, 2000) and also acts like a fusion of relationships between employees and employers (Yesufu, 2000) in order to contribute to the success of the any business. In the questionnaire, the first question was asked to the survey participants to check the validity of the above statements and discovered that the vast majority of respondents (nearly 90%) were either agreed or strongly agreed that industrial relations is one of the significant factors that affect organisational productivity directly or indirectly. In reality, labour is one of the most important factors of production in any type of organisation (Ayani and Awe, 2011) and it is believed that establishing relationships with labour can be effective to increase labour productivity which in turn can contribute to the productivity of the organisation by employing a number of resources (Yesufu, 2000). Question number 3 was included in the questionnaire to know the impact of labour relations on organisational productivity in the opinions of survey respondents. It was identified that all 100 survey respondents gave value to labour relations in terms of growth of the organisations but interestingly, the researcher received negative responses about the significance of labour productivity in their organisations in question 2. Apart from one management personnel, all other respondents showed disagreement with the implication of labour productivity in their organisations.

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Finding 1: Based on survey results it can be said that organisations in Delta state do not give sufficient importance to labour productivity Labour management relations have a vital role in establishing relationships between employees and employers and it depends on management how they relate management objectives with labour objectives to achieve short-term goals and long-term objectives of the organisations. In this regards, Olujide et al. (2004) provided five key management and labour objectives as shown in table 2.1 (see chapter 2: literature review). All these objectives are important in terms of organisational productivity but Olujide et al. (2004) did not mention that which objective has a higher priority that each party seeks to achieve. In question number 4, it was asked to the survey participants to rate each objective of labour management relations by providing them both perspectives: management perspective and labour perspective. It was identified that management was willing to prioritise maintenance, control, and bargaining power to achieve organisational productivity whereas labour perspective was different where importance was given to individual goals, ambition, improving economic and working conditions, and dispute handling over scarce job opportunities and maintenance of the organisation. The difference between priorities of labour and management objectives was not surprising because there is always a gap between the thinking of each party but it is an immense responsibility of trade unions and management to establish a correlation between the objectives of both parties in order to achieve desired goals. Finding 2: There is a gap between the thinking of management and labour about the objectives of labour management relations As stated above that trade union can play an imperative role to pursue growth in present working conditions with combined efforts to correlate the objectives of both parties (i.e. labour and management) therefore, they can indirectly contribute to the organisational productivity. According to Ademiluyi and Imhonopi (2010), workers can get more benefits if they join unions because these unions are established to protect the rights of the workers and also aim to improve the working and environmental conditions within the organisational and industrial systems (Fashoyinm, 1980). The contribution of trade unions was also evident from the results of primary data in question 5 where approximately 71% participants were agreed that trade unionism contributes to organisational productivity and similarly it was also confirmed from the results of question 6 that unions in Delta state are playing their role in dynamic fashion which also linked to the fact identified by Iyayi (2008) that unions in
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Nigeria have gone beyond their normal role of championing the cause of workers to exercise much governmental and public authority and acting as cautious caretakers of the people. Furthermore, to ensure to the impact of trade unionism on organisational productivity, question number 7 was included in the questionnaire which was based on different functions and roles of trade unionism. It was identified that more than 70% respondents were agreed that trade unions play a vital role in the society to improve working conditions and also they help to assure collective and individual job security against all possible dangers. It was interestingly found that in the opinions of over 60% respondents trade unions are not threat for the management which is similar to the review of Worldnet (2009) where it was stated that trade unions as organizations of employees are created to negotiate with employers through management and have a positive impact on organisational productivity. Similarly, the results of the primary study reveal that more than 66% respondents believe that trade unions cannot help to relate to labour unions on both local and international levels. In contrast, it was observed in the literature review that trade unions are useful to relate with labour unions on both local and international levels (Fajana, 2006). Finding 3: According to survey participants, trade unions cannot help to relate to labour unions on both local and international levels Labour management cooperation also has a deep impact in fulfilling the objectives of relations strategy in the economy (Gera and Gu, 2004). In responding question number 8, nearly all the participants either said important or somewhat important that supports the findings of other researches which were conducted by a number of researchers (e.g. Katz et al., 1983; Shuster 1983; Katz et al., 1985; Norsworthy and Zabala, 1985) where it was demonstrated that labour management cooperation contribute to organisational performance and also helps in the decision making process the during time of ambitious crisis. Panayiotis et al (2011) mentioned that lack of commitment of workforce may hinder the success and growth of the organisation. The main focus of leadership is to target organisational performance by adopting different leadership styles to achieve desired goals. During primary investigation, it was discovered by the results of question 10 that many organisations do not follow any leadership pattern of labour management relations when most of the respondents (54%) marked no leadership style. In the same question, different leadership styles were given to the respondents on the basis of the literature review to select
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from them which style their organisation is following. It was identified that most of the organisations in Delta state are following traditional democratic leadership style. Thus, this inadequate leadership style is becoming the main reason of poor and incompetent leadership (Dangago, 2005) that is directly affecting labour management relations and indirectly hindering the productivity of the organisations. Finding 4: Most of the organisations in Delta state are not using any leadership pattern and other organisations are using traditional democratic style leadership Dattner (2010) explained that a well-organised performance appraisal system recognizes an employees contribution thereby giving employees useful performance feedback. Question 11 was included in the questionnaire to know the worth of performance appraisal system in organisational productivity in the context of labour management relations. Apart from 4 participants, others were fully or partially satisfied that their organisations are using appropriate performance appraisal systems. Collective bargaining is a key function of a trade union which helps to resolve labour issues with regards to many socioeconomic dimensions (Opute, 2011). The results of question 12 revealed that nearly 75% respondents were agreed that collective bargaining is important and helped them to resolve their issues in the past. Remaining 25% participants marked neutral because most of them belongs to management. It is evident from the literature review that incentive based bonuses have greater influence on organisational productivity than non-union plants (Black and Lynch, 2001). In addition, Moe (2000) and Steers and Porter (2000) confirmed that different organizations in the past have used different incentive programmes to improve employee motivation and organisational productivity. The healthy responses (95%) of the last question in the questionnaire also proved the findings of the researchers that management strategy of motivational incentives would significantly influence labour management relations in regards to the efficiency and productivity of the organisation. Finding 5: The management strategy of motivational incentives would significantly influence labour management relations in regards to the efficiency and productivity of the organisation

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5.1 SUMMARY OF THE FINDINGS

The summary of the findings is helpful in formulating conclusion as well as addressing the key research questions. It is necessary to declare that the present study was based on sample size of 100 participants which is not a very large sample. Therefore, caution needs to be taken when interpreting the results and findings as they might not represent the whole population. The opinions of survey participants about the importance of industrial relations and labour productivity are allied with the literature studies. Similarly, many participants stated that the role and contribution of trade unions are also inherent for organisational productivity. In addition, the results of primary investigation revealed that labour management cooperation, performance appraisal system, and collective bargaining also have deep impacts in fulfilling the objectives of relations strategies in the economy. During the investigation, it was also found that organisations in Delta state do not give adequate importance to labour productivity. Survey results also highlight the gap between the thinking of management and labour personnel towards the objectives of labour management relations. Survey participants also believe that trade unions cannot help to relate to labour unions on both local and international levels. It was identified that most of the organisations in Delta state are not using any leadership style and some organisations are using traditional democratic leadership style which is not appropriate in this modern World. Another finding is that the management strategy of motivational incentives would significantly influence labour management relations in regards to the efficiency and productivity of the organisation.

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CHAPTER 6 CONCLUSION AND RECOMMENDATIONS

The conclusion of this study is mainly based on each objective that was achieved during the research. On the basis of the conclusion, research hypothesis will be addressed. Objective 1: To evaluate how the various management styles affect the behaviour and output of employees at work The management style and attitude of the managers encourage and motivate workforce to perform better in any type of organisation (Steers and porter 2000; Cadwell 2001; Christesen 2002) in order to increase productivity and promoting organisational accountability (Cherniss and Kane, 2004). For this purpose, it is inherent to establish industrial and labour relationships that may lead to affect organisational productivity directly or indirectly (Yesufu, 2000). Englama (2001) believe that consultation in policy making, delegation, and group dynamics can change the behaviour and output of employees at a workplace. During the survey investigation, it was also found that survey respondents are aware of the importance of industrial and labour relations in terms of boosting organisational performance (see results of question 1 and 3 in figure 4.2 and 4.4) but it was also discovered that importance is not given to labour productivity within the organisations in Delta State (see results of question 2 in figure 4.3). Trade unions always provide an edge to workers to gain benefit through memberships (Ademiluyi and Imhonopi, 2010). Trade union usually formed from the collective efforts of workers to pursue growth in the present working environment. Fashoyin (1980) opined that labour unions help the workers to protect their rights and also bring improvement in the industrial relational system. It was also confirmed from the survey data when the majority of the respondents were agreed with the role of trade unionism for its contribution to organisational productivity (see results of question 5 in figure 4.5). In addition, it was also discovered that unions in Delta state are playing a vital role to protect the rights of the workers (see results of question 6 in figure 4.6) which was also identified by Iyayi in 2008 in stating that unions in Nigeria have gone beyond their normal role of championing the cause of workers to exercise much governmental and public authority and acting as cautious caretakers of the people. The respondents made a strange discovery about the trade unions by stating that trade unions are not helpful to relate with labour unions on both local and international levels (see results of question 7 in figure 4.7), in fact, on the other hand, Fajana
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(2006) believe that unions are useful to relate with labour unions on national and international levels. Leadership style and pattern are important tools that also have deep impacts on the behaviour and output of employees at work in order to achieve desired goals and objectives. Dandago (2005) and Panayiotis et al (2011) mentioned that poor or incompetent leadership may lead low trust, job insecurity, and indecision within the organisation. From the literature studies it can be concluded that the core aim of leadership is to target organisational strategic objectives and for that reason leaders normally adopt different leadership styles that can be categorised as tradition, modern, and contingency approaches (Likert, 1967; Kurfi, 2009). The survey study reveals that traditional democratic leadership style is popular in Delta state organisations (see results of question 10 in figure 4.10) therefore, this inadequate approach is the key reason of poor and incompetent leadership (Dangago, 2005) which is directly affecting the behaviour of employees at work and also directly affecting the labour management relations. Objective 2: To evaluate how labour management relations have an impact on organisational productivity within the survey companies Many studies have shown the essentialness and effectiveness of labour management relationships in increasing organisational productivity. Labour management relations is one of the key factors that affects the behaviour and output of the employees at work and has a deep impact on organisational productivity. The core objective of labour management relations is to establish relationships between employees and employers. Olujide et al (2004) asserted five key objectives with the perspective of labour and management and stated that it is the responsibility of the management and union to ensure the compatibility between the objectives of each party. The survey study highlighted a thinking gap between management and labour in achieving objectives of labour management relations (see results of question 4 in table 4.1 and 4.2). Forming labour management cooperation is an imperative objective of industrial relations strategy to organize labour compliance and also for carrying on management controls over labour (Gera and Gu, 2004). Same like previous studies conducted by numerous researchers such as Katz et al. (1983), Shuster (1983), Katz et al. (1985), and Norsworthy and Zabala (1985), the current study also confirmed the contribution of labour management cooperation
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to enhance organisational performance and productivity (see results of question 8 in figure 4.8). According to Dattner (2010), performance appraisals can recognise the employees contribution in organisational overall performance and productivity. In addition, appraisals can improve job performance by identifying strengths and weaknesses of employees which helps the management to determine how their strengths can be better utilised to increase organisational productivity (Michael, 2000). The primary investigation reveals that organisations in Delta state have an appropriate performance appraisal system (see results of question 11 in figure 4.12). Research hypothesis: labour management relations would not significantly influence the workers performance and productivity in the selected companies in Delta State. In addition, the management strategy of motivational incentives would not significantly influence labour management relations in regards to the efficiency and productivity of workers in those selected companies in Delta State It was assumed that labour management relations would not significantly influence of workers performance and productivity in the selected organisations in Delta State and the results of question 4 (see table 4.1 and 4.2) supports the statement but on the other hand, the contribution of labour management cooperation and performance appraisal system in Delta State organisation are good indications that labour management relations can significantly influence the performance of the workers in achieving organisational productivity but for that purpose there is a need to adopt modern or contingency leadership styles. Conclusively, on the basis of findings from the literature review and primary investigation it can be said that establishing appropriate labour management relations with effective leadership can influence the workers performance and productivity in Delta State. It was also assumed that the management strategy of motivational incentives would not significantly influence labour management relations in regards to the efficiency and productivity of workers in those selected companies in Delta State. It can be concluded on the basis of literature studies that motivational incentives have great significance on organisational productivity (Black and Lynch, 2001). Moe (2000) and Steers and Porter (2000) identified that many organisations in the past have formulated management strategy based on motivational incentives that considerably affect labour management relations in
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terms of enhancing workers performance and organisational productivity. The primary investigation conducted by the researcher in this study also rejects the hypothesis where 95% respondents believe that motivational incentives will significantly influence labour management relations. Objective 3: To evaluate critically how labour management relations in the surveyed companies could also be improved so as to ensure their attainment of a high level of productivity The maintenance of labour management relations is very important for the growth and stability of any organisation. For this purpose, management and workers are required to achieve organisational objectives collectively that can result in increased profitability and productivity. It is the responsibility of management and unions to maintain and improve working conditions for the workers to attain a high level of productivity but it is found during the survey that importance is not given to labour productivity within the organisations in Delta State (see results of question 2 in figure 4.3). Recommendation 1: Give sufficient importance to labour productivity On the basis of above finding it is therefore recommended to the organisations in Delta State to ensure labour productivity because it can indirectly affect organisational productivity (Ayani and Awe, 2011). In this regards, the role of unions is very important because according to the survey findings they have good influence on workers and already acting as cautious caretakers of the people in Nigeria. Recommendation 2: To fill the gap between the thinking of management and labour in achieving objectives of labour management relations Although, the difference between the thinking of management and labour personnel is not surprising but in order to ensure the attainment of a high level of organisational productivity, it is important to narrow down the gap between the thinking of management and labour about the objectives of labour management relations. In essence, it is an immense responsibility of trade unions and management to establish a correlation between the objectives of both parties in order to achieve desired goals.

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Recommendation 3: Establishing relationships with labour unions on both national and international levels It is believe that relationships with labour unions on both local and international levels are useful in terms of labour management relations (Fajana, 2006) but it was discovered that in the opinions of participants trade unions cannot help to relate to labour unions on both local and international levels. This shows that participants have no faith on trade unions that they can establish relationships at the national and international level. Therefore, it is recommended to trade unions in Delta State to adopt appropriate strategies to develop relationships with labour unions locally and internationally. Recommendation 4: Adopting modern leadership styles It was also identified during the primary investigation that many organisations in Delta State are following traditional democratic leadership style which is directly affecting labour management relations and also hindering to attain a high level of productivity. It is recommended for the management to adopt a modern or contingency leadership approaches to bring improvement in the labour management relations. Recommendation 5: To adopt management strategy of motivational incentives that would significantly influence labour management relations It is proved from the literature studies that motivation incentives have great impact on labour management relations (Moe, 2000; Steers and Porter; 2000; Black and Lynch, 2001) and survey participants also recognise the importance of motivational incentives in ensuring a high level of productivity by establishing labour management relations. It is the responsibility of the management to adopt appropriate strategies of motivational incentives that would significantly influence labour management relations.

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Appendix A: Questionnaire
All answers will be treated in strict confidence Name (optional): __________________________________________________ Management (or) Labour personnel: _________________________________ Department: ______________________________________________________

1- Is industrial relations a leading factor that affects productivity directly or indirectly? Strongly agree Agree Neutral Disagree Strongly disagree

2- In your organisation, importance is given to the labour productivity? Strongly agree Agree Neutral Disagree Strongly disagree

3- In your opinion, what is the importance of labour management relations in terms of organisational productivity? Very important Important Somewhat important Not important Neutral

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4- How you rate the objectives of labour management relations? (Ranking is up to you)
Please rank each objective using 1 5 scales where 1 = least objective and 5 = main objective

Management perspective
Improvement of personal goals and ambition Maintenance of control of the organization The maintenance of the organization and well being Improvement of certain social and economic goals Formation of relationship with bargaining goals

Labour perspective sIndividual goals and ambition

Maintenance of the organization Rationing of scarce job opportunities Development of a judicial system of deciding disputes over rights of individual workers Upgrading working conditions and economic welfare of members

5- Do you agree that trade unionism contribute to the productivity of the organisation?

Yes No 6- The trade union supports you?

Yes No

7- To what extent you are agreed or disagreed with the following statements?
1- Strong agree, 2- Agree, 3- Neutral, 4- Disagree, 5- Strongly disagree
THE IMPACT OF TRADE UNIONISM ON ORGANISATIONAL PRODUCTIVITY

Please tick one answer 1 2 3 4 5

a) Trade unions play a vital role in the society to improve work conditions b) Trade unions assure collective and individual job security against all possible dangers c) Labour union is a force who governs sustainable consumption and production d) Trade unions are the threat and have negative impact on the management e) Trade unions can help to relate with labour unions on both local and international levels

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8- In your opinion, what is the importance of labour management co-operations in terms of organisational productivity? Very important Important Somewhat important Not important Neutral

9- In your opinion, to what extent leadership is important for labour management relations? Very important Important Somewhat important Not important Neutral

10- What leadership style is adopted by your organisation?

Traditional style

Modern style

Autocratic leadership Democratic leadership Laisse-faise leadership Job-centred Employees-centred Job-employee centred

No leadership style

11- Do you agree that performance appraisal is essential for labour management relations? Fully Partially Not at all

12- In your opinion, how important collective bargaining is in resolving particular labour related issues? Very important Important Somewhat important Not important Neutral 59 | P a g e

13- Do management strategy of motivational incentives would significantly influence labour management relations in regards to the efficiency and productivity of organisation? Yes No

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Appendix B: Frequency tables

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