LABOUR MANAGEMENT RELATIONS AND ORGANIZATIONAL EFFECTIVENESS: A CASE STUDY OF HERNES PET NIGERIA LIMITED
CHAPTER FOUR
DATA PRESENTATION,
ANALYSIS AND INTERPRETATION
This chapter deals with the
presentation, analysis and interpretation of data generated through the questionnaire.
TABLE 4.1
|
Details
|
Senior staff
|
%
|
Junior staff
|
%
|
Total
|
|
No issued
|
30
|
60
|
20
|
40
|
50
|
|
No returned
|
19
|
49
|
10
|
26
|
39
|
|
No not
returned
|
7
|
14
|
4
|
8
|
11
|
Sources: Survey Data 2014
Percentage
of total returned
19 X 100
= 39%
50 1
From the above table, it is
observed that 39% of the total questionnaire administered were completed and
returned while only 11% were
not returned. Therefore, the unreturned questionnaire is 11% of the
administered questionnaire
4.2 ANALYSIS OF BACKGROUND
INFORMATION
QUESTION 1
TABLE 4.1
QUALIFICATION OF STAFF
|
Qualification
|
Frequency
|
%
|
|
WAEC
|
12
|
31
|
|
O LEVEL
|
8
|
20
|
|
HND, BSC
|
15
|
39
|
|
FSLC
|
4
|
10
|
|
TOTAL
|
39
|
100
|
Source: Survey Data 2014
The question seeks to find the
respondents qualification
table 4.1 reveals that out of
39 respondents, 12
respondents representing
31% hold WAEC,
8 representing 20% hold O’level , 15
representing 39% hold HND, BSC , and 4
representing 10% hold primary
school certificate
QUESTION 2
TABLE 43
DURATION OF STAFF WITH COMPANY
|
Duration
|
Frequency
|
%
|
|
1-4 years
|
7
|
18
|
|
5-8 years
|
11
|
28
|
|
9-12 years
|
12
|
31
|
|
Above
12 years
|
9
|
23
|
|
TOTAL
|
39
|
100
|
Source: Survey Data 2014
Table 4.2 shows the years of service of the respondents
7 respondents claimed they have been in
the heroes petroleum between 1-4
years, 11 representing
28% said they have served in the industry between
5-8 years, 12 respondent
also claimed that they have been with the Agency for between 9-12 years while
9 respondents representing
23% claimed they have served the company for
between 12 years and above.
QUESTION 3
TABLE 4.4
ANY INDUSTRIAL STRIKE OR DISPUTE
|
Response
|
Frequency
|
%
|
|
Yes
|
25
|
64
|
|
No
|
14
|
36
|
|
Total
|
39
|
100
|
Source: Survey Data 2014
Table 4.3 shows that in a sample of 39
respondents , 25 respondents representing 64% claimed that the company had
experienced industrial strike or dispute about one or two times within the
period while 14 respondents representing 35% said that the company never experienced industrial strike or
dispute within this period
QUESTION 4
TABLE 4.5
EMPLOYEES ASSESSMENT OF LEADERSHIP
STYLE
|
Response
|
Frequency
|
%
|
|
Democratic
|
20
|
51
|
|
Autocratic
|
10
|
26
|
|
Laizzer –faire
|
9
|
23
|
|
Total
|
39
|
100
|
Source: Survey Data 2014
The table above shows that out
of the
39 respondents, 20
representing 51% claimed that the leadership style of the
company democratic, 10 representing 25%
indicated that the leadership style
was autocratic while 9
representing 23% claimed
that the leadership of the corporation
was laizzer-faire.
QUESTION 5
TABLE 4.6: EMPLOYEES PARTICIPATION IN DECISION MAKING
|
Response
|
Frequency
|
%
|
|
Yes
|
15
|
39
|
|
No
|
24
|
61
|
|
Total
|
39
|
100
|
Source: Survey Data 2014
The table above shows that out of the
39 respondents, 15
representing 39% agreed that employees participated in
decision –making while 24 representing 61%
claimed that employees do not participate in decision making .
QUESTION 6
TABLE 4.7:
EMPLOYEES MANAGEMENT COMMUNICATION GAP
|
Response
|
Frequency
|
%
|
|
Just like others
|
18
|
46
|
|
Better than others
|
10
|
26
|
|
Worse than others
|
5
|
13
|
|
Don’t know
|
6
|
15
|
|
Total
|
39
|
100
|
Source: Survey Data 2014
The table above shows out of
the 39 respondents,
18 representing 46% agreed that the condition of service of the
company was just like others, 10
representing 26% indicated that the condition of service as
better than others while 5 representing
13% admitted that the condition of service was worse than others and
finally, 6 representing 15%
said nothing about the condition of service.
QUESTION 8
TABLE 4.9 : LABOUR TURNOVER SINCE 2001
|
Response
|
Frequency
|
%
|
|
Very high
|
15
|
39
|
|
High
|
24
|
61
|
|
Total
|
39
|
100
|
Sources: Survey Data 2014
Table 4.8 shows how workers leave the company from the
table, of 39
respondents, 15 representing 39%
agreed that the rate of turnover
was very high while 24 representing
61% claimed that the workers
turnover was high but not
very high.
QUESTION 9
TABLE 4.10
MANAGEMENT APPRAISAL METHOD
|
Response
|
Frequency
|
%
|
|
Open
appraisal
|
28
|
72
|
|
Confidential appraisal
|
11
|
28
|
|
Total
|
39
|
100
|
Source:
Survey Data 2014
The table above shows that out of the
39 respondents, 28 representing
72% indicated that the
company uses open appraisal method in its assessment while 11
representing 28% revealed that the company uses confidential appraisal method
On the question of the method most preferable by the staff, majority of them said they preferred the open
appraisal
QUESTION 10
TABLE 4:11
PROMOTION AND ADVANCEMENT ARE USUALLY BASED ON
|
Response
|
Frequency
|
%
|
|
Qualification
|
19
|
49
|
|
Handwork
|
19
|
23
|
|
Years of services
|
11
|
28
|
|
Total
|
39
|
100
|
Source: Survey Data 2014
The above table shows the criteria
adopted by the management for promotion and advancement of staff. From the table, it reveals that 19 respondents
representing 49% agreed that the exercise was purely on qualification consideration.
But 9
presenting 23% indicated that it was based on hard work
while 11
representing 28%
QUESTION 11
TABLE 4.12
INCENTIVES FOR HIGHER PRODUCTIVITY
|
Response
|
Frequency
|
%
|
|
Increase in salary
|
25
|
64
|
|
Sharing of revenue
|
-
|
-
|
|
Workers participation
|
10
|
26
|
|
Bonus
|
4
|
10
|
|
Others
|
-
|
-
|
|
Total
|
39
|
100
|
Source:
Survey Data 2014
The above table indicate that out of
39 respondents, 25
representing 64% agreed that increase in salaries was the best
option for higher performance and productivity among other incentive ,
10 presenting 26%s indicate that
workers participation in decision –making was the best option, while 4
representing 10% revealed that bonus was the best option
TABLE 4.12 DECISION
|
Response
|
Frequency
|
%
|
|
Yes
|
28
|
72
|
|
No
|
11
|
28
|
|
Total
|
39
|
100
|
Source: Survey Data
2014
Table 4.12 shows that28 respondents
representing 72% upheld that good relationship between the
management and labour in Heroes Nig Limited
Abakaliki enhances performance
and productivity while the remaining
11 representing 28%
are of the view that the view
that the good relationship between the two parties does not enhance performance
and productivity. therefore, from what we have
here, it is clear that the good relationship between the
two parties enhance performance
and productivity.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS.
5.1 SUMMARY OF FINDINGS
Specifically, with regards
to Hernes Ret Nigeria Limited Abakaliki,
the study revealed the following
findings:
i.
There is a
communication gap between the management and the labour. Most of the workers are not conversant with
the corporate goals of the establishment. They don't know the scope and
limitation of the organization they work,.
There is a barrier between the junior staff and their supervisors. The
level of interaction is very poor and has adverse effect on the productivity of
labour.
ii.
The labour is not
involved in the policy making. The
situation in the organization is that employees are not given free hands by the
management to participate or make contributions on policy matter affecting
them.
iii.
The study revealed
that the leadership style adopted in the organization is the democratic
leadership style. However, investigation revealed that in practice, the leaders
are not really implementing the democratic leadership style.
iv.
The research again
revealed that there was industrial faction in organization within the
period 2001 to date (2008) and in each, case
it adversely affected the workers and employer. The cause of the strikes was
attributed to the union's agitation for improved condition of service.
v.
It was also revealed
that promotion and advancement are usually based on
qualification and some workers
are not happy about it and further
investigation revealed that majority of the workers prefer that these should
rather not be based on qualification.
vi.
The management of
Hernes Pet Abakaliki uses open appraisal
system for the assessment
of her staff. This
approach replaced the confidential system, which was discovered as counter
productive. The open system accepted by the entire staff gives
them the opportunity
to interact with
their supervisors.
CONCLUSIONS
Based on the findings of this research work, the researcher
concluded as follows:-
·
For effective labour
management relations to exist in an organization, there must be some sectional
interest workers, it is a fair return o" price paid for labour while the
management aims at higher productivity that will guarantee fair returns
to the shareholders. To achieve an overall goal, there is need to
harmonize the interest of both the labour and the management. This calls for a
team work and absolute understanding between the two parties.
·
For productivity to
increase there must be industrial peace. This can only be achieved where there
is better understanding between management and labour. The management should
allow the workers to participate and make suggestions on issues affecting the
labour
·
There should be high
degree or mutual trust among: the parties so as to enable then-
treat issues arising between them in good faith. Each party should try to
reconcile Is interests with that of the group. This is done by treating the
business organization as a system. in this case, maltreatment of labour will be
counter productive because it will lead to breeding unhealthy labour
force. On the other hand, much financial
demands by the labour will lead to liquidation and defeat the long-term
objectives of the organization. Again,
union requires a democratic leadership style which will ensure adequate flow of
information to all workers at all times to avoid self-imposed and selfish
leaders from emerging.
·
Other factors
observed that have major effect on productivity are communication and
motivation. Communication is vital in clarifying policies at
ail times, ineffective communication leads workers to lack of directions and
uncertainties. On motivation, we observed that the essence of motivation is to
increase productivity.
In the Nigerian situation,
the motivational method has to recognize the large family size of the Nigerian workers. Improvement salary/fringe
benefit should be paramount especially now that the cost of living is too high
for every worker as shown in the result of data analysis.
5.3 RECOMMENDATIONS
1. Management of Heroes, Abakaliki is Pet Abakaliki is advised to bridge the communication gap
between the labour and management. This could be achieved by allowing
the workers more often to make suggestions and contributions on issues
affecting the labour and the organization in general. The management can
realize this goal by taking special interest in workers personal problems. The
workers should be given a sense of recognition in the organization. There
should be free flow of information to create proper awareness on the policies
and goals of the organization.
2. Based on the findings, increase in salaries and fringe benefits
enjoys the support of the entire workers as the best way to motivate them. In
view of this, management should review workers' salaries and fringe benefits in
line with the economic realities of the time.
3. As a matter of policy, managers especially those in top management
positions should attend seminars and courses in management-labour relations.
Heakman in his book, Human Relation Management, indicated that training and
educating those who are responsible for leading others enhances organizational
growth and productivity. The retraining workshops will also make the managers
review their leadership style and adopt the system that will carry the labour
along to the realization of the set objectives of the organization.
4. In consideration of the rule
of the Heroes Pet company in the
overall development of a nation, the researcher is of the view that
both the federal and state governments should adequately help to finance this
sector by providing enough equipment
which will facilitate their productivity. Lack of equipment adversely
affect the operation of the corporation
REFERENCE
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York Macmellian.
Daft, R.L (1998) Management, U.S.A., Tolley Publishing.
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(WA) Ltd.
Faruham P. (1998). Industrial Relation in Nigeria, London Longman,
Fashoyin, T. (1980) Industrial Relations in Nigeria: Development and Practice,
Ikeja, Longman Nig. Ltd.
Macgregor D. (1954) The Human Side Enterprise New York, Houghton
Mifflin Co.
Mefarland, D. (1974) Management fundamentals and practices (5th Edition)
New York, Macmillan Publishing inc.
Obodo, N, (2001) Modern Approach to Office Administration and
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Approach, Onitsha, Educational Publishers.
Onubugu A.O.(2003). A Manual of industrial Relation in Nigeria, A lecture
Note on Industrial Relations, Ebonyi State University, Abakaliki (Unpublished)
Stuart W. (1994) Motivation and Leadership, London Pitman Publishing
Press,
Tayo, F. (1992) Industrial Relations in Nigeria, Lagos, Longman,
Ulo, F. (2008) Comparative Industrial Relations. (A Lecture Note on
Comparative Industrial Relations), Ebonyi State University, Abakaliki
(Unpublished)
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APPENDIX I
Business Management Dept,.
State University,
28th November, 2014
Sir/Madam;
TO COMPLETE QUESTIONNAIRE
I a final year student of the above named institution carrying out a research work lobour-management relations and organizational effectiveness; A case study of Hernes Pet Nigeria Limited. You have been selected to take part in this work, should be grateful if you would spare a bit of your time to answer the questions on questionnaire. Your responses will be treated with strict confidence and shall be Used for academic purposes only.
Thanks for your kind consideration.
Yours faithfully,
APPENDIX II
QUESTIONNAIRE
Please thick ( √ ) in the box provided against the answer (s) that seem appropriate to you
1. What is your educational qualification?
(a). Primary school and below
(b). WAEC, GCE OR Equivalent
(c) HSC,GCE ‘A’Level Or equivalent
(d) HND, B.SC or equivalent
(e) Others Specify
2. How long have you been in the employment?
(a) 1-4 years (b) 5-8 years (c) 9-12years (d) above 12 years
3. Has the company experienced any industrial action since 1996 (a) yes (b) No (c) don’t know
4. If your answer to 3 is yes, how many times? (a) once (b) twice (c)more than twice
5. If your answer to 3 is No, what would you attribute the cause of industrial peace to? (a) Good labour leadership
(b) Good management leadership
(c) Participation of labour in decision/making
(d) Unaware of labour of their rights
(e) All above (d) No idea
6. Which of these incentive methods will make you work harder?
(a) Increase in salary (b) No idea
(c) Allowing you to participate often in the decision-making process
(d) Others specify
7. Have the organization ever reviewed the salary structure of the workers? (a) Yes (b) No (c) No idea
8. How do you classify the corporations leadership style? (a) Laissez –faire (b) Democratic (c) Autocratic
9. Employees participation in decision – making exposes the organization to danger and should be discouraged (a) Yes (b) No
(c) Don’t know
10. Which of the leadership style do you prefer? (a) Laissez –faire
(b) Democratic (c) Autocratic
11. How would you assess the relationship between management and labour since 19996 to date? (a) Very cordial (b) Cordial
(c) Fair (d) Very fair (e) Bad
12. How would you assess the communication gap between management and employees? (a) Wide (b) Narrow
13. How would you assess the communication gap between the workers and the union leaders? (a) Wide (b) Narrow
14. Does the manager involve workers when deciding on matters affecting them? (a) Yes (b) No (c) No idea
15. What is your assessment of the company‘s condition of service in relation to other parastatals? (a) better than others (b) just like others (c) worse than others (d) don’t know
16. What is the labour turnover since 1996? (a) Very high (b) High
17. What appraising techniques is employed by the management in assessing workers performance? (a) open appraisal (b) confidential appraisal (c) mixed (d) other specify
18. What appraised method would you prefer management to adopt? (a) open appraisal (b) confidential appraisal (c) mixed method
19. Promotions and advancements are usually based on (a) year of services (b) Which of them would you prefer as the basis for employees promotion?