LABOUR MANAGEMENT RELATIONS AND ORGANIZATIONAL EFFECTIVENESS: A CASE STUDY OF HERNES PET NIGERIA LIMITED
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
This chapter deals with the presentation, analysis and interpretation of data generated through the questionnaire.
Sources: Survey Data 2014
Percentage of total returned
19 X 100 = 39%
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
TABLE 4.1 QUALIFICATION OF STAFF
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
TABLE 43 DURATION OF STAFF WITH COMPANY
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.
TABLE 4.4 ANY INDUSTRIAL STRIKE OR DISPUTE
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
TABLE 4.5 EMPLOYEES ASSESSMENT OF LEADERSHIP STYLE
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.
TABLE 4.6: EMPLOYEES PARTICIPATION IN DECISION MAKING
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 .
TABLE 4.7: EMPLOYEES MANAGEMENT COMMUNICATION GAP
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.
TABLE 4.9 : LABOUR TURNOVER SINCE 2001
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.
TABLE 4.10 MANAGEMENT APPRAISAL METHOD
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
TABLE 4:11 PROMOTION AND ADVANCEMENT ARE USUALLY BASED ON
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%
TABLE 4.12 INCENTIVES FOR HIGHER PRODUCTIVITY
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
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.
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.
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
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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?
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