CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF STUDY

Industrial relations has become one of the most delicate and complex

problems of modern industrial society. Industrial progress is impossible

without cooperation of labour and harmonies relationship. Therefore it is in

the interest of all to create and to maintain good relationship between

employees (labour) and employers (management). The term industrial

relation comprises of two terms, industrial and relations. Industry refers to

any productive activity in which an individual (or group of individuals) is

cared/engaged. By relation we mean the relationship that exist in the

industry between employer and his workmen.

According to Oha (1993), Industrial and labour relation is a sum total

of interactions and relationship of work that arise from an employment

contract whether written or oral. In the sense, industrial and labour relation

is concern mainly with the relationship and interactions between the

employee and employers or management.

According to Soeze cited in business lines of June 25 th – July 1st 2001,

he noted that industrial and labour relations does not necessarily mean that it
1
operates only in a factory setting. It takes place in any organization where

there are worker and employers. It can be departmental store, a university,

manufacturing company or religious organization. In other word, industrial

and labour relations is the moderation of the relation of the actors foe

improved understanding and industrial harmony.

Industrial relations has a broad as well as a narrow outlook, originally,

industrial relation was broadly define to include the relationships and

interaction between employees and employers. From this perspective

industrial relations covers all aspects of the employment relationship

including human resources management, employment relations and union

management (or labour) relations. Now its meaning has become more

specific and restricted. industrial relations pertains to study and practice of

collective bargaining, trade unionism and labour management relationship

and the personnel practices and policies of employers.

Effective production, however increasingly depend upon the

management and cooperation between group of employees whether in the

office or on the shop floor. The effect of the group of between the industrial

worker, within the group or between the group themselves is to vital

importance the extent to which they work in co-operation or in their conduct

of inter-union relations profoundly influences the atmosphere of production.

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 The level of output and the well-being of the interrelation economic

system. Good industrial relations improve the morals of the employees.

Employee work with great zeal with the feeling in mind that the interest of

employers and employees in one and the same i.e to increase production.

Every worker feel that he is a co-worker of the gains of the industry the

employer in his turn must realize that the gain of industry are not for him

alone but should be shared equally and generally with his workers.

In other words complete unity of taught and action is the main

achievement of industrial peace. It increase the place of workers in the

society and their ego is satisfied. It naturally affects production because

mighty cooperation efforts alone can produce great results.

1.2 STATEMENT OF PROBLEM

In Nigeria today, whether in public or private organization, there is a

common sense of high display of either linkeusam attitude to jobs or lack of

total or inadequate commitment to jobs on the part of employees, which

have in the final analysis led to poor and insufficient outputs. The observed

causal reasons for this development have been either due to inadequate

prescription and administration of motivational factors or outright wrong

3
application of factor. Below are some state problems associated with

industrial relations.

1. To know how communication affect industrial and labour relations.

2. To know the effect of appraisal on industrial and labour relations.

3. How does human resources develop and training help industrial and

labour relations.

4. Inadequate motivation of employees lead in industrial and labour relation

breakdown.

5. Does management apply the appropriate platform for negotiation?

1.3 OBJECTIVE OF THE STUDY

1. To ascertain the effects of communication industrial and labour relations.

2. To highlight the effects of the appraisal on industrial and labour relations.

3. To know the effect o manpower development and training in industrial

and labour relations management.

4. To bring out the effect of motivation on industrial and labour relations.

5. To highlight the effect of appropriate platform for organization between

labour and management relations.

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1.4 RESEARCH QUESTION

1. What is the effect of communication on industrial labour relations?

2. How does appraisal affect industrial and labour relation?

3. How does manpower development and training improve industrial and

labour relations?

4. Does motivation of employee bring productivity?

5. What are appropriate platform for negotiation between industrial and

labour relation.

1.5 SIGNIFICANT OF STUDY

The study have the following significant

1. The study help to draw worker in the organization to improve

productivity in the organization.

2. It help the organization on how to handle industrial and labour relations

in the public sector.

3. It will equally help management in the organization to examine the

dispute and how to solve the issues.

4. The study will help management of an organization in the smooth

running of the organization through industrial and labour relations.

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1.6 SCOPE OF THE STUDY

The research is subject to limitation usually face with research study these

include.

1. Financial and material limitations: These assist decisions. It is important

however to realize the limitations of material and financial reporting

when forming decisions.

2. Illiteracy of the respondents: This is the exact nature of the criticism

varies, so that illiteracy must be defined in each case before the term can

be used in a meaningful way. In 1990 U.S Burea of the causes defined

illiteracy as any person over ten years of age who was unable to read and

write in any language. By next census (19400, however, the concept of

“functional illiteracy was adopted and any person with less than five (5)

years of schooling was considered literate, or unable to engage in social

activities.

3. Inadequate time for the study: the inadequate treatment heads to

thousands of needless deaths each year, “said Dr, Elizabeth A McGlynn,

a researcher at the RAND Cooperation and an author of the study”, being

published today in the journal health affairs only a fundamental redesign

of the health system with improve the situation, Dr. McGlynn said adding

“it is a tremendous culture shift we are asking for”.

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 The study’s conclusion were based chiefly on a review of the medical

records of nearly 7000 people in 12 metropolitan areas, including Network,

Miami, and orange country Calif. On average, the author found patient

received substandard care, as defined by leading medical group 50 percent

60 percent of the time.

1.7 DEFINITION OF TERM

Motivation: It means a kind of power or force intrinsic in the individual that

energizes him/her in the performance of his/her job and as a result increase

productivity.

Organization: A deliberately established entity for the purpose of product of

goods and services towards the achievement of predetermined goals and

objectives.

Industrial and labour relation: It is the methodology of how employers and

employees collectively interact in organization to foster peace and harmony.

Effectiveness: The economic use of resources to achieve set goals promptly.

Productivity: The rate of output per specific time.

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Organized labour: The collectivity of employees representative deliberately

pooled together to achieve result that the individual employee would not be

able to achieve.

Goals: Formally arranged set of aims and objectives agreed to be achieved at

a specific time.

Management: Members of staff of an organization at the top hierarchy

responsible for decision making.

Employers: The owner of an organization.

Employee: It is a person hired or engaged by an employee, which is obliged

under contract of service.

Performance: This is the act of measuring of the effectiveness on a job.

Labour: Work especially physical work with regard to wages or salary.

Conflict: The disagreement either directly or indirectly between twoo or

more parties in an organization.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 CONCEPTUAL FRAME WORK

Industrial relation cover all such relationship that a business enterprise

maintains with various section of the society such as workers, state,

customers and public who came into its contact. In the narrow sense, it refers

to all types of relationship between employers and employees trade union

and management works and unions and between workers and work. It also

includes all sorts of relationship both formal and informal levels in the

organization. Industrial and labour relations, therefore embrace national,

economic and industrial perspectives as well as the relations between the

single firm and employees.

According to Lewis (1997), admit that the term labour relations is a

broad one and is used in many ways. But in distinguishing it from personnel

relations and steward narrow it meaning down considerably. Labour

relations refers to direct dealing between management and individual

employee which the individual employee which the union does not directly

participate. On the other hand, the term human relations at work seems

undoubtedly more comprehensive and is perhaps mores satisfactory. But in

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the context of developing economic effort of must people is concentrated on

agriculture within family limits. There work relations between cooperating

members of the economic unit but these are affected within traditional

norms.

According to Yasufu (1984), define industrial relations briefly as the

whole web of human interactions at wok which predicted upon and arises

employment contract. The scope of industrial and labour relations thus

embraces relations and interactions between the employers or managements

and employees either as individuals or as groups between the supervisor and

the workers and between the workers and his trade union. The interactions

between one trade union and another union or federation of unions and

between the unions management and the state are equally of central

importance and all within the preview of industrial and labour relations.

In terms of specific content, therefore, industrial and labour relations

is concerned with about problems in all their ramifications for example.

 Employment problems and employment security

 Hours of work, shift, holidays etc

 Remuneration level, frequency, methods of wages payments and wages

fixing.

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 Labour and employers grievance and disputes

 Labour of production and efficiency

 Safety, health and welfare at work

 Society: sickness and old age benefit, maternity, leave compensation, etc.

Naturally and labour relations present an infinite permutation of attitudes

on these matters. If is hard to achieve a consensus on the formulation of the

probability which have to be faced. Agreement about how to resolve them

thus often seems beyond reach.

The main purpose of study industrial and labour relations are to analyze

an promote greater understanding of the complexities of the human element

in the productive process and to formulate principles which would assist in

finding ways and means of isolating and solving the problems associated

there with and to effectively, harness the human effort toward optimum

productive output. Good and effective industrial and labour relation would

therefore be held to exist in an enterprise, industry and country, to extent that

there is the great possible understanding of those problems.

Adding another dimension to the shere of industrial and labour relation.

Walker (1972) sec industrial and labour relations as being to do with

accommodation between the various interest that are involved in the process

11
of getting work done. Implicit in this definition are some features. First the

assumptions is made that management and other employees are the only

parties involves, neither does it imply that employees are by trade unions.

It is perhaps in appreciation of this Harding (1987) has asserted that

effective industrial relations depends on the quality of training given to all

levels of personnel involved. This will include training would entail access

to sufficient background information in industrial and labour relations in

general as well as on their own organization. In addition to knowledge of

rules and function of communication strategies; pay structures and procedure

for negotiation and bargaining.

2.2 THEORETICAL FRAMEWORK

This chapter will examine the theories associated with industrial

relations in an organization. In this chapter, the researcher shall briefly

discuss the model of research of design, population of the study, Sample of

the study and the methods of data collection and data analysis.

Some of the theories associated with industrial and habour relations

management.

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The pluralist theory:

According to Stigler and Friendland, this theory looks at society from

all different angle like political, social economic and cultural background of

people. The dispersion of power exhibiting various distinctions in

negotiation as in collective bargaining. It is the representation by union of

wages earners of labour. This theory looks at a society that encourages

sectionalism, Bquabbling and conflict which will in turn bring about a state

of violent for a pluralist Society to be stable there must be some mechanism

at work which help the competing groups together and hold them back from

rendering to place the pluralist argument therefore is a more effective role

for union to be part of decision making process and in the management of an

organization.

The marxist theory:

The Marxist theory insist that in capitalist societies the state is always

on the side of the employer in an attempt to protect the interest of middle

class. According to them the emphasis is therefore space on the need to fight

for democratic, political institutions and these political democracy. Marxist

argued the focus of industrial relations is for how conflict is contained and

controlled rather than on the process through which disagreement and

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dispute are generated to them. Industrial relations is the study of processes of

control over relations.

The system theory:

The system theory is one of the theories of industrial relations, the

first major attempt in bringing industrial relation into a theoretical

framework was the seminal work of Dunlop on industrial relations system

and this was largely based on institution as framework with a strong

emphasis to interpret and gain understanding to the widest possible range of

industrial relations facts and practices. Dunlop was able to see industrial

relations as a thing between three principles actors. First the workers and

their organization, secondly, manager and their organizations and thirdly,

governmental agencies concerned with work place and work community.

Dunlop also state the apart from the actors, the system also comprise

of ideology which builds the industrial relations system together and a body

of rules created to govern the actors at work place and work community.

2.3 SIGNIFICANCE OF INDUSTRIAL RELATIONS

a) It established industrial democracy. Industrial relation means setting

employees problems though collective bargaining, mutual cooperation an

mutual agreement amongst the parties i.e management and employers

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 unions. This help in establishing industrial democracy in the organization

which motivates them to contribute their best to the growth and

prosperity of the organization.

b) It contributes to economic growth and development: Good industrial

relations lead to increased efficiency and hence higher productivity and

income. This will result in economic development of the economy.

c) It ensures optimum use of care resources: Good and harmonious

industrial relations create sense of belongingness and group cohesiveness

among workers, and also a congenial environment resulting in less

industrial unrest, grievances and disputes. This will ensure optimum use

of resources human and material eliminating all types of wastage.

d) It discourages unfair practices on the part of both management and

unions. Industrial relations involves setting up machinery to solve

problems confronted by management and employees through mutual

agreement to which both these parties and bound.

e) It improves morale of the work force: Good industrial relations, built

mutual cooperation and common agreed approach motivation one to

contribute one’s best result in higher productivity and hence incomes

give more job satisfaction and help improve the morale of the workers.

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f) It prompts enactment of sound labour legislation. Industrial relations

necessitate passing of certain labour laws to protect and prompt the

welfare of labour and safeguard interest of all the parties against unfair

means or practice.

2.4 CAUSES OF POOR INDUSTRIAL RELATIONS

Perhaps the main or sources of poor industrial relation resulting in

efficiency and labour. Unrest, mental laziness on the part of both

management is not sufficiently concerned to ascertain the cause of

efficiently and unrest following the Laissez fair policy. Until it is faced with

strikers and more serious unrest even with regard to methods of work

management does not bother to advise the best method but leave it mainly to

the subordinates to work it out for themselves. However, the following are

briefly for cause of poor industrial relations.

a. Mental inertice on the part of management and labour.

b. An intolerant attitude of contempt towards the workers in the art of

management.

c. Inadequate fixation of wages structure.

d. Unhealthy working conditions

e. Indiscipline

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f. Desire on the part of the workers for higher bonus or the corresponding

desire of the employers to give as little as possible.

g. Retrenchment, dismissals and lock-outs on the part of management and

strikers on the part of workers.

h. Lack of human relations skill on the part of supervision and others

managers.

General economic and political environment, such as rising prices, strikes

by others and general indiscipline having their effect on the employee’s

attitudes.

2.5 MEASURES OF IMPROVING INDUSTRIAL RELATIONS

STRONG AND STABLE UNION.

A strong and stable union in each industrial enterprise is essential for

good industrial relations. The employers can easily ignore a weak union on

the plea that it hardly represent the workers. The agreement with such a

union will hardly be honored by a large section of workforce. Therefore,

there must be a strong and stable union in every enterprise to represent the

majority of workers and negative with the management about the terms and

conditions of services.

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MUTUAL TRUST:

Both management and labour should help in the development of an

atmosphere at mutual cooperation, confidence and respect. Management

should adopt a progressive outlook and should recognize the right workers,

similarity, labour unions should persuade their members to work for the

common objective of the organization. Both the management and the union

should have part in collective bargaining and other peaceful methods setting

disputes.

WORKERS PARTICIPATION IN MANAGEMENT:

The participation of workers in the management of the industrial unit

should be encouraged by making effective use of workers committees, joint

consultation and other methods. This will improve communication between

managers and workers, increase productivity and lead to greater

effectiveness.

MUTUAL ACCOMODATION:

The employers must recognize the right of collective bargaining of

the trade unions. In any organization there must be a greater emphasis on

mutual accommodation rather than conflict or unemployment attitude. The

approach must be of mutual give and take rather than take or leave the
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management should be waiting to cooperate rather than blackmail workers

etc.

2.6 TYPES OF INDUSTRIAL UNREST

Typically, there are different types of industrial unrest in an

organization. However, some organizations are prone to industrial unrest

that others. The nature of business and the literacy level of employees goes a

long way to determining the number of occurrence of industrial unrest in a

particular organization.

Industrial unrest in an organization takes different forms. It could be

in the form of conflict between employees and management over conditions

or service, differences in wages between staff of the same level and step in

an organization, poor welfare service, poor communication networks,

defective rewards and sanctions modernism etc. it not properly and timely

handled, it could lead to industrial unrest which may eventually result to

break down of industrial relations (strike).

Oyibo (1993), defined strike as the cessation of work by a body of

persons employed acting in combination or refusal by any member of

persons employed to continue to work for any employer as a result of a trade

dispute, done as a means of compelling their employer to accept or not to

19
accept terms of employment and physical conditions of work. Industrial and

labour relation, here are different types of strike in organization. They

include:

WORK RULE:

Work to rule simply means to work according to legally stipulated

time frame. It prohibits the working of extra time in the form of over time.

By this, employees are expected to adhere strictly to lay down procedures,

manning levels, demarcation lines and job descriptions. Labour law

stipulates for example, the normal working hours of eight hours daily. By

implication. No employee can be made to work any time outside the

stipulated hours.

WILDCAT STRIKE:

Picketing occurs in a situation in which union members undertake to

deter, by persuasion and information, other employees from entering the

workplace so as not to weaken the impact strike action in motion. The of the

strike action in motion. The underlying tone is to persuade other worker to

stop work, to publicize the existence delivery of goods and services to the

organization, so as to systematically blackmail and awake management to

20
the need for collective bargaining and resolution of the root cause of the

issue in controversy.

SECONDARY ACTION:

Secondary action as a variant type of strike occur when deliberate

attempt are made by the aggrieved employees of a particular organization to

persuade the employees of another organization, not involve in any way in

the dispute, to break their contract employment with their employer. It is

characteristically akin to sympathy strike in certain circumstances. In order

to ensure that their action hit their management severely decided to cross-

picket lines. The primary objectives of secondary action is to disrupt the

supply of goods and service. The legitimacy of secondary action lies in the

fact that majority of the employees of the organization in dispute must

support the action for it to achieve a purpose.

RECOGNITION STRIKE:RECOGNITION STRIKE:

The beginning, industrial and labour relations between management

and employees union was beset with myriad of problems, mainly that of

recognition. This as a result of garmented unions, so to say in one particular

organization.

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SITDOWN STRIKE:

In sit-down strike, the employees are required to be in the work place

and preferably at their duty post. However, they are not to do any work nor

allow to work.

2.7 SOURCES OF INDUSTRIAL CONFLICT

In organization, there are various avenues through which conflict

erupts. However, the sources of industrial conflict in an organization,

irrespective of the nature are interrelated. The most common ones include:

Communication Conflict:

Communication conflict among employers an employees in

organization are very common. Communication conflict is the

misunderstanding that develops at the point in the communication process,

transmission of message and meaning from one person to another. This

could be misunderstood due to semarities, ambiguous an incomplete

information, use of technical language, discontinuous due to noise, use of

self-style abbreviations and illegal writing disseminating information.

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Poor pay/remuneration:

Naturally individual goes to work in organization with the simple

belief that in such work performance. They would be adequately rewarded in

the form of commensurate salary to meet their needs. However, if they are

not motivated adequately in the form of increased salary, their performance

will decline.

Role Conflict:

Role conflicts is the simultaneous occurrence of two or more role

expectation such that compliance with one would compliance more difficult

with the other. In any organization with role conflict except there is a well

defined description of job, such conflict could degenerate form organization

sphere to individual and personality conflict.

Leadership style adopted:

The leadership style adopted by an organizational leaders is a

common generate of conflict in organization. An example is a leader who is

authoritarian while his subordinates expect participative or democratic

organizational environment.

Differences in wages between staff in the same organization:

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 This is a situation where employees who have the same qualification

or experience are paid different salaries, for example, in NNPC an employee

with OND engineering or accounting is place on grade level SS7, where his

counterpart with business administration or secretarial studies is place on

grade level JS1, this can degenerate to conflict between employees and

management.

Mismanagement:

This occur when the management of an organization fraudulently use

the resources of an organization to enrich them, so that employees are

deprived their salaries and other fringe benefit. This may generate conflict if

not well handled.

Differences in perspectives:

Individual or groups who hold different perception are more likely to

come into conflict. Differences in perceptions, precipitate, disagreement and

make joint decision making and cooperation difficult.

Neglect by management:

Often, management of organization has neglected their employees to

the satisfaction of their individual and selfish ends. There are cases of where

24
money meant for staff welfare being diverted to areas that are of little or no

benefit to the employees.

Organizational structure:

The hierarchical arrangement of offices determines to a reasonable

extent whether there would be conflicts or not consequentially. Is the

organizational structure with shorts or long span? Are the functions

interrelated and woven? Are there clear cut of activities? These are various

others issues go to display the degrees of freedom in the organizations with

short span of control are fraught with conflict because of the presence of

close supervision.

2.8 INDUSTRIAL AND LABOUR MANAGEMENT TECHNIQUES.

Industrial and labour management techniques are varied. They

include;

a. Problems solving or confrontation approach: the parties confront each

other face regarding the area of conflict. They delineate the areas of

conflict and discuss them candidly in a given and take fashion, mutual

trust, respect and long –lasing agreement usually result from it.

b. Super-ordinate goals approach: Super- ordinate goals are those goals

which the conflicting parties desire and which they cannot achieve
25
 without the cooperation of ll the parties involved. These goals must be

highly valued and commonly sought, but unattainable without the

cooperation of other party.

c. Avoidance and smoothing: These are transient conflict management. in

avoidance, one of the parties withdraw from the conflict and suppresses

the conflicting feeling. Smoothing is however, the process of playing

down differences that exist between the parties while emphasizing their

common interests.

d. Alteration of the human variable: this means changing the behavior of

one or more of the parties involved. This is akin to behavior

modification. This is difficult to attain but once attained it result in long

term and meaningful harmony.

e. Mediation and arbitration: these approaches are mostly employed in

industrial and labour management problems. The mediator is third party

who offers suggestions on ways to reconcile the difference.

f. Arbitration: An arbitration however determines settlement that both

parties must consider and accept his decision ha legal backing. It is

therefore different from mediation conflict management whose

acceptability is based on good will and comprises of parties involved.

26
g. Friendly persuasion: This is a common method of managing conflict in

organization. It employs a combination of gentle persuasion, subtle

induced influences and personal appeals.

There are various sources of conflict so also the techniques of resolving

them. Consequently, other methods or strategies or resolving conflict in

organization especially between management/union.

 Win-win method

 Win-close method

 Lose-lose method

 Railroading method

h. Collective bargaining :

Involves the process of union organization ofn employees, negotiation

and administration and interpretation of collective agreement concerning

wages, hours of work and other condition of employment and dispute

settlement procedures. In the negotiation proper, the union present its

demands to the management team. Stating why the demands are being

made. The management through a supervision officer from the personnel

department holds a brief session with union leaders on the modalities from

the negotiations. The union leader opens the case giving reasons why

management should meet demands. The management team present it

27
counter arguments, marshaling out reasons why they think management

would not be able to meet union demands to the extent demanded. The next

stage concessions are made by both parties in order to reach a agreement.

Where agreement could not be reached on certain issue, such issue could be

adjoined to another meeting to enable each side consult with its main organ.

Negotiation breaks down when both sides are not prepare to yield groups to

the other. In such cases, meeting could be adjoined to cool tension an

provides opportunity for rethinking and consultations. The final stage is to

reduce all agreements into a memorandum of agreement which are signed by

representatives of both sides. The collective agreement is formally presented

to management for consideration and approval. Where an unimplemented

collective agreement is referred to the minister, he has the power by law to

appoint a conciliator or refer it to the industrial arbitration panel or the

alternative to the national industrial court for adjudication.

i. Trade disputes and settlement:

A trade disputes is any dispute between labour and management arising

out of the employment or non-employment of works. A trade dispute can be

declared by either labour or management because they can be lead to a lot of

industrial unrest and loss of production, hence government has always tried

to provide machinery for their settlement. The 1976 decree establishment

28
machinery for the parties of trade dispute which must be followed by all

perties to a dispute the step to be followed by all parties to dispute the step to

be taken in the settlement of a dispute as provide for by the decree are as

follows.

 The parties concerned must first make effort to settle the dispute at a

meaning chaired by a mediator appointed by or with the agreement of

the parties involved.

 Within 14 days such a melting has not resolved, the dispute, the matter

should be reported to the minister of labour who may then refer it to

conciliator.

 The negotiator should then examine the reason for the dispute and

negotiate a settlement with the parties. An agreement is reached, then it is

binding on the parties concerned. Where there is an objection, the dispute

is referred to the national industrial court by the minister. This is the final

stage and so many award by the court is final and binding.

The problem with this procedure is that it may take long to settle a

dispute. Admittedly, it may take provision for settlement at each stage

but the dispute goes all the way to the national industrial court. It may

take more than three (3) months to settle.

29
2.9 HISTORY OF NPDC (NIGERIA PETROLEUM

DELVELOPMENT COMPANY)

The Nigeria Development company limited (NPDC) is a subsidiary of

the Nigeria National petroleum cooperation (NNPC) NNPC was set up in

1988 to engage in oil exploration and production. It vision is to be Nigerians

premier E & P company and its mission is to profitably operate a petroleum

exploration and production business both nationally and globally using

current technology.

NPDC has a board of directors, a managing director and fiver

executives directors in charge of the five divisions corporations, joint

ventures, services, finance and accounts and technical services. The

company’s operation is centered mainly in the Niger Delta and spans four

states in Nigeria. Viz Edo, Delta, Bayelsa and Rivers NNPC corporate and

operational headquarters are based in Benin City and has staff strength of

about size hundred and seventy two members.

The company produced its first oil in Okono/Okpobo in partnership

with Agip Energy and natural resources in December 2001, 10 months after

the commencement of operations. The first lifting was recorded on February

13, 2002. This marked the beginning of a truly indigenous E&P company

30
producing from an offshore environment, a terrain with enormous potential

for the Nigeria Oil industry. The company executing alliance with major Oil

company such as Agip, Shelli, Sinopec, NNPC, etc.

In seeking to attain its vision to become Nigeria’s premier E&P

company within the next few years,, NDPC intends to:

 Pursue on accelerated exploration and production of underdeveloped

proven reserve in all blocks through agreed arrangement.

 Commence aggressive exploration activities in deep offshore blocks in

competitive bidding or assigned to it.

 Achieve rapid development and monetization of gas resources.

NPDC plans to rapid grows its business by optimally exploiting its

present portfolios of assets in Nigeria that have high prospectively and

venture into the international E&P business starting with Equatorial

Guinea. In fact NNPC acquired two blocks in Equatorial Guinea in 2006

and has also bided for third block in 2007.

31
 CHAPTER THREE

RESEARCH METHODOLY

3.1 RESEARCH DESIGN

This is a descriptive survey research in which industrial and labour

management in public organization is the primary focus. The researcher

utilized this design for the purpose of collecting valid reliable and adequate

data. The study was based on analytical research method.

3.2 SOURCES OF DATA COLLECTION

The sources of data used in this study consists of primary and

secondary sources.

Primary Sources: his is where data are collected from original source of

information or acquired raw and for the purpose of the study at hand,

questionnaire will be used to obtain the primary data.

Secondary Sources: this is where data are usually extended from published

works such as magazines, textbooks, journal, newspapers, periodical,

internet, etc.

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3.3 INSTRUMENT OF DATA COLLECTION

The researcher, employee, primary data are questionnaire and

personal interview, while that of the secondary data consist of the related

subject. The questionnaires are divided into section A and B respectively.

Section A consist of the respondents personal data the information under this

section is directly related to the qualification. While section B consist of

relevant question. The questionnaires are design in the likely format.

3.4 POPULATION OF THE STUDY

The Nigerian petroleum development company limited has a

administrative headquarters in Benin City and other operational department.

Consequently, the research population for the study consist of the entire staff

members. This figure include both the senior, middle and junior staff

members in the headquarters and these in the different operations

departments as well as those in liaison office.

3.5 METHOD OF DATA ANALYSIS

All the responses obtained from the various respondents were

organized into a table and simple percentage was adopted top analyzed

them.

33
Number .. .. of . .. .respondent×30
2

3.6 SAMPLE AND SAMPLING TECHNIQUES

Sample size of 100 respondents were considered for the study. This

was drawn from both the senior, middle and junior staff members. The

convenience sampling techniques method was adopted in administering

questionnaire to the different categories of staff in the various department of

the company.

3.7 RELIABILITY OF THE INSTRUMENT

The reliability deals with how accurately a research instrument is

measuring, what it suppose to measure no matter the number of time such

measurement is taken. This differ with validity of an instrument in

measuring what it is suppose to measure. It also refers to data collection in

research project and how consistent the answer. As regard to the

questionnaire collected as a responses compared to quantities of it sent out

the researcher adopt test, re-test reliably.

A simple test item is used for this purpose, the same questionnaire is

administered at two weeks interval. The response from both question are

34
recorded and analyzed. The finding shows degree of validity and reliability

of the research instrument.

3.8 VALIDITY OF THE INSTRUMENT

Validity of the instrument is concerned with coverage scope and

adequacy of information obtained during the enquiring is the information

collection adequate for the purpose? The researcher uses predictive measure

of some of their instrument.

Based on the questionnaire sent out and the Reponses received could

be used on the quota of reposes received, the researcher could say that is

valid based on his findings.

35
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 ANALYSIS OF DATA

This chapter deal with analysis of data collection from the respondents

through the use of questionnaire. The data analysis is by simply percentage

and chi-square while questions in the questionnaire are presented in table

below. The analysis is based on the key questions relevant to the objectives

and research hypothesis.

A total of one hundred and fifty (150) questionnaire were distributed

but only hundred (100) were duly completed and returned in effect therefore,

this analysis is based on the hundred (100) questionnaire that was duly

completed and returned.

Table 1: Sex of respondents

Status No. of Respondent Percentage

Male 41 64
Female 23 36
Total 64 100
Source: Survey research, 2016

36
 The table above shows that 41 (64%) of the respondents are male

while the remaining 23 (36%) of the respondents are female.

Table 2: Marital Status of Respondent

Status No. of Respondent Percentage

Single 20 31
Married 39 61
Divorced 2 3
Widowed 3 5
Total 64 100
Source: Survey research, 2016

As shown in Table 2 respondents out of the total 64 have senior school

certificate, thus form 3% of the total respondents of the total 64 also have

ND/NCE certificate and this forum 3% of the total repo dents that 48% of

the total respondents has one of the certificate. The table also recorded 41%

of those respondent with other certificates such as [Link]/[Link] 26

respondents out of the total 64 respondents.

37
Table 4: Length of service with the organization.

Durations in Years No. of Respondents Percentage

1-5 years 19 28

6-10 years 29 31

11-20 years 5 16

30 above 11 25

Total 64 100

Source: Survey research, 2016

Out of the 64 copies of questionnaire processed, 19 respondents have served

their organization between 1-5 years. 29 respondents also serve between 6-

10 years with the organization. 5 respondents also put in between 11-20

years with the organization while 11 respondents put of the total 64

respondents have serve between 30 years and above with the organization.

38
Table 5: Training and manpower development impact positively on

workers productivity.

Option No. of Respondents Percentage

Strongly agree 42 66

Agree 20 31

Undecided 2 3

Strongly disagree - -

Disagree - -

Total 64 100

Source: Survey research, 2016

Concerning the assertion that training and development impact positively on

workers productivity, 42 respondents strongly agreed representing 66% of

the respondents strongly agreed, 20 which account for 31% of the total

respondents agreed while 2 representing 3% of the total respondents are

undecided to that assertion.

Table6: There are significant relationship between training

development of workers.

39
 Option No. of Respondents Percentage
Strongly agree 11 17
Agree 50 78
Undecided 3 5
Strongly disagree - -
Disagree - -
Total 64 100
Source: Survey research, 2016

the table revealed that 11 (17%) of the respondents highly agree. 50 (78%)

of the total respondents agreed there are significant relationship between

training and development of workers. While 3 respondents account 5% of

the total respondents are undecided to that ascertain.

Table 7: Motivation of workers brings about better performance of

worker in the organization.

Option No. of Respondents Percentage

Strongly agree 15 23
Agree 39 61
Undecided 10 16
Strongly disagree - -
Disagree - -
Total 64 100
Source: Survey research, 2016

The table above shows that majority of 39 or 61% of the respondents

agree that motivation of workers brings about performance of workers in the

40
organization 15% or 23% strongly agreed while 10 or 16% of the total

respondents are undecided about the assertion.

Option No. of Respondents Percentage

Strongly agree 8 12
Agree 26 41
Undecided 11 17
Strongly disagree - -
Disagree 19 30
Total 64 100
Source: Survey research, 2016

The result obtained from above shows how respondents asses how

often management organize training and development. 8 respondents making

up 12% strongly agree that management organize training and development

programmed often. 26 respondent making up 41% agree. 11 respondents and

undecided, while 19 respondents making up 30% of the total respondents

disagree to that assertion.

Table 9: On the job training off the training and simulation techniques

are forms of training and development recommended for employee by

the management.

Option No. of Respondents Percentage

41
 Strongly agree 8 12

Agree 4 6

Undecided 60 94

Strongly disagree - -

Disagree - -

Total 64 100

Source: Survey research, 2016

From the analysis of the table it shows that 94% of the respondents agree

that on the job training programmed in the organization. While it

respondents which account 6% of the respondents strongly agree to that

assertion.

Table: 10 lack of training and development of employees result to low

productivity.

Option No. of Respondents Percentage

Strongly agree 13 20

Agree 44 69

Undecided 7 11
42
Strongly disagree - -

Disagree - -

Total 64 100

Source: Survey research, 2016

The analysis of the above table show that 13 respondents which

accounts for 20% of the respondents strongly agree that lack of training and

development of employee results to low productivity. 44 respondents which

account 69% of the respondents agree to that assertion. While 7 respondents

which account 11% of the respondents are undecided on the subject matter.

Table 11: Training and manpower development contributes to workers

productivity.

Option No. of Respondents Percentage

Strongly agree 31 48

Agree 33 52

Undecided 2 3

Strongly disagree - -

43
 Disagree - -

Total 64 100

Source: Survey research, 2016

From the analysis of the above 63% of the respondents agree that

training and manpower development contributes to workers productivity

while 31 respondents representing 48% strongly agree to that assertion.

44
Table 12: Training and manpower development is a management tool of

improving workers productivity.

Option No. of Respondents Percentage

Strongly agree 14 28

Agree 42 66

Undecided 6 9

Strongly disagree - -

Disagree 2 3

Total 64 100

Source: Survey research, 2016

As presented in the table above; 14 respondents out of 64 given 22%

of the total respondents strongly agree that training and manpower

development is a managements representing 3% disagree to the assertion.

4.2 DISCUSSION OF FINDINGS

Although in the research circuit there were minimal recorded cases of

industrial and labour relation breakdown in the history of NPDC. However,

feeling of represent that could metamorphose to industrial and labour

relation breakdown were high. This feeling could easily be closed off with

the provision of efficient and effective network system of communication so

45
that there could be a transparent inter-breader rather than blurred visual

between management and other employees.

Employees felt disenchanted over the current human development and

training programme which rather than being seen as an integral part of

management function and responsibility to the employee sees as a peck and

favour that can only be earned by loyalty. There was an air of uncertainty

and inconsistency as to the actual direction of management on negotiation.

Especially whenever there is a change in management. The employees

are therefore of the option that while the employees and management could

change. The system of which negotiation is a part should be left intact, as

this is the only way they could guarantee industrial peace and harmony.

46
 CHAPTER FIVE

SUMMARY CONCLUSION AND RECOMMEDATION

5.1 SUMMARY

The research study is centered on industrial and labour relations

management in public sections using Nigeria Petroleum Development

Company Limited as a case study. In the course of the study. The researcher

formulates five hypothesis were individual tested base on the number of

reponses obtained and analyzed from administered questionnaire from the

target population in the final analysis, the obtained revealed that insufficient

disposal and administration of motivational facilities, ineffective

communication network system, detective appraisal machinery, subjective

platform for negotiation an inadequate training programme were identified

as some of the major causes of industrial and labour relations to achieve

goals and specifically the NPDC management must take into cognizance to

identified variable and map out strategies to counter effect in order to ensure

atmosphere of peace and harmony.

Admittedly, no individual that have grown out of singles can be

isolated from conflict. So also can no organization exist without one type

odf individual conflict or another, whenever conflict of any type occur

47
management interest and attention must be stimulated into finding ways of

amicably resolving it and timely to so as to avoid it degeneration to other

problem that could hamper the company from realizing its corporate goals

and objective.

5.2 CONCLUSION

From the analysis of the various data collected from the administered

questionnaire, it was ascertained factors are responsible for industrial and

labour management breakdown in an organization and by extension NPDC

in the process of the research, the five identified hypothesis were used to test

the research subject and it was found that the presence of all those factors if

not properly handled will not only result to crisis but a very serious negative

impact in the economy at large.

5.3 RECOMMENDATION

The researcher wishes to proffers pragmatic and radical solution to

this palpable satiation whenever that occurs. Consequently, it is

recommended that the management of the NPDC. In order to ensure optimal

atmosphere of peace and harmony that will engender unhindered economic

activities upon application recommends that.

48
1. Adequate wages and salary commensurate with employees skills and

responsibilities and comparable in an dimension with other oil and gas

companies of equivalent standing within the area been paid to them.

2. The reward and sections machinery in place must be devoiced of every

element of nepotism, ethincism and favoritism. Hard work should be

rewarded.

3. In order to avoid suspicious and to erase blackouts, management must

evolve a democratic style of management rather than autocratic style,

were labour and management could discuss, harmonies and have

consensus on typical issues.

4. Management should provide conducive working environment internal

and external, job security, recognition, job with adequate delineated

functions.

5. The need to acquaint employee with modern practice to enhance their

productivity led to the evolution of human development and training in

organizations.

5.4 SUGGESTION FOR FUTHER STUDY

There is no doubt that this study has a limited scope given the already

highlighted constraints. However, it has focused on aspect and produced

result but gap still exist in the study labour relations to other techniques of
49
industrial and labour management, so further research in this area is

suggested.

50
 REFERENCES
Anugwon (2002): Industrial system in Nigeria issue, theories and practices
Enugu: Computer Edge Publisher
Amstrong M. (2009): Handbook of human resources management practice,
London: Kogo page.
Eruteya and Omogbiya O. (2013): Essential of human capital management
Benin: Justice Jeco Printing and Publishing Global.
Fashoyin T. (2008): Industrial relation in Nigeria development and practice
Lagos: Longman.
Fajana N. (2005): Strike strategy and tactics of Nigeria trade unions. Journal
of trade union. N. 3 Vol. 2 Pg. 43.
Nwachukwu B. M. (2000): Research method in education social and
management science Enugu Publishers.
Okpaho-Uyeh and Osio E. (2011): Principles of management Benin: Justice
Jeco Printing and Publishing Global.
Osio J. E. (2011): Industrial Relation: Theories and practice published in
Nigeria by Justice Jeco Printing and Publishing Global.
Paula B. (2001): Industrial relation and collective bargaining. Human
resource
management Vol. II
Salamon, M. (2000): Industrial relation theory and practice London:
Practice
Hal.
VenkataRatnan, (2008): Industrial relation London: Published by Oxford
University Press.

51
 APPENDIX
Department of Business Administration
And Management,
School of Business Studies
Delta State Polytechnic,
P.M.B 5, Ozoro.
Dear Respondent,

I am a final year National Diploma (ND) student of the above department

and school researching on topic “industrial and labour relations management
in the public sector” (A case study of Nigeria petroleum development
company limited, Benin city)..

So I humbly solicit your co-operation for completing the questionnaire

designed to obtained basic information necessary for the successful
competence of my project.

I wish to ensure you that information will be used on the academic work
alone and shall be treated in strict confidence.

Thank for your co-operation

Yours faithfully,

____________________
AKIN ARMSTRONG
(Researcher)

52
 QUESTIONNAIRE
SECTION A
BACKGROUND INFORMATION
Instruction: Please tick (√) to indicate answer to the appropriate box
1) Sex: Male ( ) Female ( )
2) Age: 21 – 25yrs ( ) 26 – 30yrs ( ) 31 – 35yrs ( ) 36 – 40yrs ( )
41yrs and above ( )
3) Marital status: Single ( ) Married ( ) Divorced ( ) Widow ( )
4) Education level: SSCE/GCE ( ) NCE/ND ( ) HND/BSC ( )
MSC/PHD ( )
5) Do you have any union in the organization? Yes ( ) No ( )
6) If yes, what is the relationship between the union leaders?
Very cordial ( ) Cordial ( ) Indifferent ( ) Strained ( ) Very
Strained ( )
7) Is this relationship between management and union member cordial?
Yes ( ) No ( )
8) If yes, what formed the cordiality?
9) If no, what could be done to improve the cordiality?
10) Have you had any industrial disputes in the organization?
Yes ( ) No ( )
11) If yes, how was it settled? (a) By involving the union leaders
(b) By involving external bodies (c) By attending cause of the dispute
without consulting the union leader (d) By threatening the labour
force of the organization (e) Any other, please specify
12) How best do you think industrial dispute could be settled within any
organization?

53
13) Could it had been possible to avoid any of the previous industrial
disputes (if any previously)? Yes ( ) No ( )
14) What could have be done to reduce/avoid industrial conflict in an
organization? (a) Free flow of information on time
(b) Making payment to employees as at when due (c) Carrying labour
union long when technical and sensitive decisions are to be taken
concerning employees (d) Giving promotion as when due. Other
(please specific)
15) Do labour leaders have roles to play in the settlement of industrial
disputes? Yes ( ) No ( )
16) If yes, mention the role of labour leader in the settlement of industrial
dispute.
17) Does management have important roles to play in the settling of
industrial disputes?

54