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EFFECT OF INDUSTRIAL CONFLICT MANAGEMENT ON ORGANISATIONAL PERFORMANCE

CHAPTER ONE INTRODUCTION

Industrial Conflict is a necessary and useful part of organization life. It is inevitable, multi-dimensional, and an integral part of the process of change. According to Mba (2013), there are two sides to Industrial conflict, one is destructive, defects cooperation and unhealthy and the other has a problem-solving base where those involved are willing to readdress personality differences, to listen to others views and to be open and candid to e spend a considerable portion of their time dealing with Industrial conflict and as such, conflict management becomes increasingly important to their effectiveness.

Industrial Conflict are inevitable, Industrial conflict are an everyday phenomenon in each organization. There is growing recognition of the importance of Industrial conflict in an organization A recent survey indicated that managers spend a considerable portion of their time dealing with conflict and that Industrial conflict management becomes increasingly importance to their effectiveness. Obisi (2000) argues that despite this fact, peace form one of the fundamental factors to enhance productivity with resultant benefit to both the labours and management as well as for the economic development of the work place.

Industrial Conflict could be viewed as a situation of competition in which the parties’ award of the incomparability of potential future position that is each party wished to occupy a position that is incompatible with the wishes of the other. Industrial Conflict could also arise because of the employer quest to maximize profit while workers representative are out to ensure continuous improved condition of living for their members. Industrial Conflict could arise as a result of failure to honours agreed items on collective bargaining. Damachi (2004) emphasizes that if these worker right and employers prerogative are tramped upon there could also be conflict. Azamasa (2004) observed that Industrial conflict involved the total rang of behaviours and attitudes that is a position between owners/manager on the hand and work people on the other. It is a state of disagreement over issues of substance or emotional antagonism that may arise due to anger mistrusts or personality clashes.

Obtoba (2007) writing on effects of strikes and lockouts examined resultant effects of industrial conflicts at three levels namely psychological, political and economical. In all, every party to industrial action is affected. The need for an effective conflict management to improve the problems emanating from conflict and assist organisation in their struggle for the attainment of corporate objective cannot be over emphasized. The frequency and duration of strikes and work stopping in Nigeria underscore the need to take a closer look of individual conflict. For example in 1997, there were 77 trade disputes while there were 8.7 in 1998. This was about ten percent (10% ) rise over the previous year and 50 of trade disputes resulted in strikes and lockouts.

Background of the study 

Zartman (1991:300) sees conflict as the violent exhibition or expression of incompatibility. Though Industrial conflict may become violent, according to Sedman (1991:370) violence is not inherent aspect of conflict but rather a potential form which Industrial conflict may take. Burton (1987) points out that Industrial conflict is an essential creative element in human relations, the means to “change” and the means by which our social values of welfare, security justice and opportunities for personal development can be achieved He holds the view that without Industrial conflict society would be static. Coser (1956) also defines Industrial conflict as a struggle over values or claims to status, power and scare resources, in which the main aims of the conflicting parties are not only to gain the desired values but also to neutralize, injure or eliminate their rivals.

Such conflict may take place between individuals or between collectivities. Coser (1956) went further to state that under some conditions, Industrial conflict has some functions to society. For instance, by preventing social system from becoming rigid and fixed by exerting pressure towards change and innovation. The anti-apartheid struggles for instance, have contributed to the present stability in post apartheid South Africa. According to Dahrendorf (1958) conflict is intrinsic to all societies and associations due to perpetual competition for authority within such groups. Inter=group or intra-group Industrial conflict are perennial features of social life.

Marxian interpretation of the laws of change links Industrial conflict with societal progress and this represents a more enlightened and progressive perception of conflict. According to Marx (1948) progress occurs through Industrial conflict and struggle between opposing forces, and hence, the admixture of thesis and anti-thesis produces synthesis. Donohue and Kolt (1992:3) posited that Industrial conflict involves situation in which differences are expressed by interdependent peoples in the process of achieving their needs. We could deduce from the various definitions above that Industrial conflict is inevitable in all human relations due to human diversities. A world without Industrial conflict is therefore not possible because it would mean a world without diversity.

1.2 STATEMENT OF THE PROBLEM

Industrial Conflict could be viewed as a situation of competition in which the parties are aware of the incomparability of potential future position in which each party wishes to occupy a position that is incompatible with the wishes of the other. Industrial Conflict could arise because of the employee quest to maximise profit while workers representatives are out to ensure continuous improved condition of living for their member. Industrial Conflict could also arise as a result of failure to honour agreed items on collective bargaining. Damachi (1999) emphasises that if those workers rights and employee prerogative are trampled upon, could also cause Industrial conflict. These include pay, condition of service, and fringe benefits among others.

Azamosa (2004) observed that Industrial conflicts involve the total range of behaviours and attitudes that is in opposition between owners/managers on the one hand and working people on the other. It is a state of disagreement over issues of substance or emotional antagonism and may arise due to anger, mistrust or personality clashes. Otobo (1987) writing on effects of strikes and lockouts examined resultant effects of industrial conflict at three levels namely psychological, political and economic. In all, every party to industrial action is affected. The need for an effective conflict management to ameliorate the problems emanating from Industrial conflict and assist organisation in their struggle for the attainment of corporate objective cannot be over emphasised. 

Industrial conflict in Nigeria has been identified as one of the canker  works. In recent past, the Nigeria work environment has experience high level and frequent industrial unrest resulting from poor management of industrial conflict. The foregoing problems arise because management of organisations views industrial conflict on the negative lens. Thus rather than devising a machinery for it proper management, organisation, resort to suppression that only build up the intensity of the conflict whose outburst plagues our economy. The above scenario behaves this research work on the effect of industrial conflict management on organisational performance.

1.3    Objective of the study

The major purpose of this study is to examine the effect of industrial conflict management on organisational performance in Nigeria. Other general objectives of the study are:

(i) to identify the causes of industrial conflict on organisational performance in Nigeria.

(ii) to examine the consequences of industrial conflict on organisational performance in Nigeria.

(iii) to investigate the methods of industrial conflict management on organisational performance.

(iv) to appraise the effect of industrial conflict management on organisational performance.

1.4    Research Question

The study sought to provide answers to the following research questions:

  1. Are there causes of industrial conflict on organisational performance in Nigeria?
  2. What is the consequences of industrial conflict on organisational performance in Nigeria?
  3. What is the methods of industrial conflict management on organisational performance?
  4. What is the effect of industrial conflict management on organisational performance?

1.5    Research Hypothesis

The following hypotheses were raised for this research;

  1. There is no significant causes of industrial conflict on organisational performance in Nigeria.
  2. There is no significant consequences of industrial conflict on organisational performance in Nigeria.
  3. There is no significant methods of industrial conflict management on organisational performance.
  4. There is no significant effect of industrial conflict management on organisational performance in Nigeria.

TABLE OF CONTENTS

PAGES

Title page                       —                 —                 —                 ii

Approval Page               —                 —                 —                 iii

Certification                            —                 —                 —                 iv

Dedication                     —                 —                 —                 v-vi

Acknowledgement                   —                 —                 —                 vii

Abstract                         —                 —                 —                 viii

List of tables                  —                 —                 —                 ix

Table of contents           —                 —                 —                 x

CHAPTER ONE

INTRODUCTION       

  1. Background of the study                   —                 —                 —       1-2
    1. Statement of the problem                  —                 —                 —       2
    1. Objectives of the study            —                 —                 —       2-3
    1. Research questions                            —                 —                 —       3
    1. Statement of Hypotheses                  —                 —                 —       3-4
    1. Significance of the study                   —                 —                 —       4
    1. Scope of the study         —                —                 —                 —       4
    1. Limitations of the study                    —                 —                 —       4-5
    1. Organization of the study                  —                 —                 —       5-6
    1. Definition of Terms                           —                 —                —       6-7

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1     Conceptual Framework —       —       —       —       —       —       8

2.1.1 Concept and meaning of Industrial conflict, conflict

management organizational  productivity —       —       —       —       8-10

2.1.2           signs of conflict    —       —       —       —       —-     —       10-11

2.1.3           Concept of conflict management       —       —       —       —       11-13

2.1.4           Concept of conflict management   — —       —       —       —       13

2.1.5 Concept of organization performance

2.1.6 The Impact of conflict Management on organisational Performance

2.1.7 The challenges mitigating against Organisation Achieving

Performance through Conflict Management

2.1.8 The Various Conflict Management Strategies Employ by

Akwa  Ibom State Polytechnic

2.1.9 The Measure of Reducing the Challenges Mitigating Against

Organisation Achieving Performance through Conflict

 Management.

2.2 Theoretical Framework

2.2.1 Unitary Theory

2.2.2 Conflict Theory

2.3 Empirical Theory 

Chapter Three

3.1 Research Design

3.2 Population of the Study

3.3. Sample and Sampling Technique

3.4. Instrumentation

3.5 Method of Data Analysis

3.6 problems of Data Collection

Chapter Four

Data presentation, Analysis and Interpretation

4.1 Analysis of Research Question

4.1.1 Research Question One

4.1.2 Research Question Two

4.1.3 Research Question Three

4.1.4 Research Question Four

4.2 Test of Hypothesis

4.2.1 Test of Hypothesis One

4.2.2 Test of Hypothesis Two

4.2.3 Test of Hypothesis Three

4.2.4 Test of Hypothesis Four

4.3 Discussion of Findings

Chapter Five

Summary of Findings, Conclusion And Recommendations

5.1 Summary

5.2 Conclusion

5.3 Recommendations

References

Appendices


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