Download complete project material on Cause Of Industrial Conflicts Or Disputes In An Organization from chapter one to five
CHAPTER ONE
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INTRODUCTION
1.1Â Â Â Â Background of the Study
Collective bargaining according to Adeogun (2006) is viewed as a term applied to those arrangements under which wages and condition of employment are settled by bargaining in the form of an agreement between employers or association of employers and workers in an organization, usually labor or trade unions.
Organizational vitality is the capacity of the organization to continue to survive and develop in the era of business complexities which results from a continuous and rapid change within the social system. Conflicts and disputes whether in the form of open hostility or quiet dissension becomes an inevitable issue that every organization must strive to curtail.
This dispute or conflict is usually a threat to organizational vitality if not adequately managed or handled even though conflicts between persons or management and employers could be thought of as natural events. Nakoji (2001) posited that organization should be very much aware that such conflicts could cause destruction and industrial crisis or disharmony in the long-run.
For example, conflicts or disputes among management and employees can lead to one or both parties having their feelings hurt. Thus, leading to issues that can inherently affect the smooth running of the organization in which they work or manage.
On the other hand, conflicts or disputes can serve to enhance the effectiveness of the organization, since it can safely be assured that conflicts, although ever present in a social system, but not always as destructive as portrayed.
The central question among a lot of scholars, human resource managers and of course, employers of labour is how to, in their own varying capacities and activities effectively and efficiently manage conflict and its resolution to ensure that their organization benefit rather than suffer from occasional labour management clashes.
Admittedly, organizational conflicts erupt in organization because of the inability of the employers and his/her employees to work together in peace. This may be as a result of poor communication gap, non-exclusive decision that affects employees or lack of in-adequate or good working conditions or incentives and non existence of union that employees can channel their grievances through.
Thus, collective bargaining as a tool becomes a necessary aid to enhancing a congenial labour management relationship. This tool allows the parties to meet regularly so as to identify the dissonance that exist between them with the aim of resolving them amicably so as to prevent industrial disputes or conflicts.
1.2Â Â Â Â Statement of the Problem
Theoretically, it is argued that peaceful labour management relations could be achieved through the application of collective bargaining Odumo (2004) found that collective bargaining not only bring the relations between labour and management in an organization.
Okeke (2003) posited that some scholars have argued that collective bargaining have weakens management’s power and pressure within an organization which if fully effective should preserve the interest of both labor (employees/workers) and management (employers) that exist within an organization and ensure the harmony of their individual interests which usually arise due to grievances.
A version of such view as postulated by Okeke (2003) stresses that rigorous engagement in collective bargaining and too much exclusion in major decision making process that affect the organization are likely to be comfortable for managers (employers).
These contending views suggest putting aside text-book rationale; there is concession among theories on the widely acclaimed positive effect of collective bargaining in achieving peaceful labour management relations.
The problem this study/research attempts to resolve therefore is to find out which theoretical position is supported by evidence of researches on collective bargaining in Hamdala hotel. This would help up to be able to determine whether the effect of collective bargaining has impact on good employee and employer relation in Hamdala hotel? If it is, how can it be effectively used so as to achieve this aim?
1.3Â Â Â Â Objectives of the Study
The objective of this research is to identify factors that cause or may give rise to industrial conflicts or disputes in an organization. The specific objectives are:
1. To determine necessary solutions to the problems of industrial conflicts or disputes.
2. To establish the effect of collective bargaining in achieving good labour and management relations specifically in Hamdala hotel.
3. To find a lasting solution to the problems that can hinder the proper use of collective bargaining for achieving industrial harmony by promoting a peaceful labour and management relation in an organization.
1.4Â Â Â Â Statement of Hypothesis
The necessary hypothesis is stated as follows:
Ho:Â Â Â Collective Bargaining has no impact on labour relation in an organization
Hi:Â Â Â Â Collective Bargaining has impact on labour relation in an organization.
1.5Â Â Â Â Significance of the Study
The outcome of the study shall serve as a guide to Hamdala hotel on effective bargaining techniques that will guaranty a peaceful working environment. The study shall equally serve as a reference material for future use by other researchers including students’researcher writing on similar topic. Government agencies and the general public shall fine this project very useful.
1.6 Scope of the Study
This study narrowed its research work on Hamdala Hotel Limited Kaduna.
However, the findings of the study can be applicable to other organisations within or outside the hospitality industry.
1.7Â Â Â Â Limitations of the Study
This research works like many others of its and is limited by certain factors. This limitation comes in the form of in-adequate finance and time. Access to relevant information from the organization under study was not easy as employees and top-management of Hamdala Hotel, Kaduna was not too co-operative.
1.8Â Â Â Â Historical Background of Hamdala Hotel
Hamdala hotel is one of the oldest, if not the oldest in the northern part of Nigeria. This hotel was established and officially opened for business on the 14th of January 1961.by the premier of the northern region in person of the late sir, Ahmadu Bello (the Sardauna of sokoto).
Hamdala Hotel was then established to serve as a hub of tourism by providing an up-to-date hospitality business in Kaduna and neighbouring towns and cities. The hotel which is presently owned (wholly by the new Nigeria Development Company) (NNDC) a company owned by the nineteen northern states. Is a subsidiary company of the NNDC.
In view of the rationalization and organization of the hotel in 2002, personnel management department came up with a number of inputs to restore employee’s confidence and to quell un-necessary conflicts and disputes that were hitherto higher with the following strategies.
The personnel department which supervises industrial relation issues was retrieved their scope of affairs broad to encompass regular meetings with employees or their representatives on vital issues they may arise either from the management or from employees. Regular negotiations and communication channels where both parties presented their individual problems or input to resolving disputes in their initial stages was established.
This is not to mention the regular conduct and organization of seminars, workshops or conferences by the personnel department to enlighten employees on very important issues that could be their peaceful relationship with their management. Also, industrial relations were continuously viewed and appraised and also adapted in line with development and changes in the socio economic and political environment. Thus, a good and strong mutual understanding was established by the organization.
This organization, being a four-star hotel has enough employees to manage a hotel of its status. Presently about eight (8) top management staff, comprising the general manager who is the chief executive officer and supported by seven (7) functional managers all handling key position in the hotel.
Also, twenty (20) middle management staff are on its pay roll, this cadre are those who act as immediate supporting staff to the top managers to enable them efficiently carry out their duties. Four hundred and fifty-five (455) inter-meddling and junior staff is also on the hotel’s employees list, this makes the total staff strength of hamdala hotel to stand at four hundred and ninety (490).
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