COLLECTIVE BARGAINING AS STRATEGY FOR DEVELOPING SOUND LABOUR MANAGEMENT RELATION
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COLLECTIVE BARGAINING AS STRATEGY FOR DEVELOPING SOUND LABOUR MANAGEMENT RELATION
Chapter One:
Introduction
1.1 Background of the Study
The importance of water to man cannot be overstated. The Edo State Water Corporation was established, as in other states, to provide clean and portable water to the populace.
To achieve this goal, there is a need for sound labor-management relations in this sector through the use of positive result-oriented principles known as collective bargaining strategy.
In the opinion of Adamolekun (1987), “collective bargaining can be defined as a negotiation about working conditions and terms of employment between an employer, a group of employers, one or more employers’ organisation on one hand and one or more representative workers’ organisation on the other hand with a view to reaching agreement”
Previously, records showed that an unhealthy and uncomfortable industrial atmosphere prevailed, notably as a result of the Civil War. Trade dispute emergency provision modification decree No. 53 was issued in 1969 to address the crisis, but no changes were made in the public sector.
Recognising the importance of collective bargaining strategy in the sector, Nigeria’s then-military head of state, Gen. Ibrahim Babangida, stated in a 1991 budget document that it is time for collective bargaining to take root in the country and that, like private employers, the various tiers of government agencies will negotiate directly with their appropriate industrial unions.
This demonstrated that, while the notion of collective bargaining was regarded as the standard method of resolving salaries and other job conditions, successive post-independence governments had failed to uphold it, notably in terms of wage determination.
According to the aforementioned definition, collective bargaining indicates that both employers and employees operate as a group rather than individuals, bringing their combined knowledge and expertise.
Collective bargaining consequently assumes employers’ willingness to negotiate employment terms and conditions through negotiations with trade unions.
The researcher wants to know if the principle of collective bargaining is fully implemented in the public sector, namely at the Edo State Water Corporation. What is the interaction between employees and employers in the sector? And what problems do the corporation’s employees face?
1.2 Statement of Problem
The purpose of establishing the Edo State Water Corporation is to manage the plan that was previously handled by Nigeria’s defunct Bendel State Water Corporation.
Unfortunately, in recent years, there has been low productivity in several areas due to insufficient motivational incentives; the increasing number of work stoppages involving public employees is evidence of a non-mutual relationship between public servants and public employers.
According to recent results, the organisation is facing a lack of adequate logistics and proper data collecting on Edo state’s water needs, as well as inadequate personnel training. This depicts poor labor-management relations in the firm.
In light of this, the researcher wishes to determine:
i. The corporation’s collective bargaining practices.
ii. Labor-management relations issues within the corporation.
iii. Workers’ feelings about their working conditions.
iii. The benefits to the firm from using a collective bargaining method.
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