ABSTRACT
This
study is on Managing Industrial Relations in Federal Teaching Hospitals. The
objectives of study are to: examine the nature of industrial relations system
in the Federal Teaching Hospital in the South East Nigeria; ascertain the
nature of rules guiding industrial relations in Federal Teaching Hospitals in
the South East Nigeria; ascertain whether industrial relations promote harmony
in Federal Teaching Hospitals in the South East Nigeria; identify the major
challenges of managing industrial relations in Federal Teaching Hospitals in
the South East Nigeria. Data for this research were obtained from both primary
and secondary sources. The study had a population size of 2160, out of which a
sample size of 338 was realized using Taro Yamane’s statistical formula. Survey
research design was adopted. Friedman Chi-square (X2) and Z-test
were used to test the hypotheses. To ensure that the research instruments are
valid, a conduct of a pre-test of every question in the questionnaire was
carried out. For reliability of the research instruments, a test-re-test method
was adopted using Pearson’s Product Moment Correlation Coefficient of
reliability to calculate the result and the result gave reliability coefficient
of 0.98. Findings indicate that; there is a smooth industrial relations system
between management and workers in Federal Teaching Hospitals in the South East
Nigeria; there are standard and positive rules guiding industrial relations in
Federal Teaching Hospitals in the South East Nigeria; Industrial relations
promote harmony in Federal Teaching Hospitals in the South East Nigeria; industrial
disputes and strikes are the major challenges of managing industrial relations
in Federal Teaching Hospitals in the South East Nigeria. Based on the findings, the study recommends that
there should be adequate salaries, allowances and incentives for workers in
order to boost workers morale and enhance better industrial harmony. Management
should create a good working environment that can motivate employees to be
committed to their organizations. Management should involve their employees in
decision making concerning industrial related matters that may result to conflict.
TABLE OF CONTENTS
Title
Page i
Approval
page ii
Certification
iii
Dedication
iv
Acknowledgements
v
Abstract
vi
Table
of Contents vii
List
of Tables x
List
of Figures xi
CHAPTER ONE: INTRODUCTION
- Background of the Study 1
- Statement of the Problem 3
- Objectives of the Study 4
- Research Questions 4
- Research Hypotheses 4
- Significance of the Study 5
- Scope of the Study 5
- Limitations of the Study 5
- Definition of Terms 6
References
CHAPTER TWO: REVIEW OF RELATED LITERATURE
- Concept
of Industrial Relations 8
2.2 Overview of Industrial Relations Systems Model 18
2.3 Concept of Labour Law 23
2.4 The Nature of Relationship between the Employer and Employee 28
2.5 Regulation of Employment and Duties of Employers and Employees 32
2.6 Industrial Disputes/Challenges 40
References 63
CHAPTER THREE:
RESEARCH METHODOLOGY
- Research Design 66
- Sources of Data 66
- Population of the Study 66
- Sample Size Determination 67
3.5 Description of Research Instrument 68
3.6 Data Analysis Techniques 69
- Validity of the Research Instrument 69
3.9 Reliability
of the Research Instrument 69
References 71
CHAPTER FOUR:
DATA PRESENTATION AND ANALYSIS 72
CHAPTER FIVE
5.1 Summary of Major Findings 96
5.2 Conclusions 96
5.3 Recommendations 96
5.4 Contribution to Knowledge 97
5.5 Suggested Area for Future Research 99
Bibliography
Appendix 1
Appendix 11
LIST OF TABLES
TABLES
3.1 Population Distribution 67
3.2 Breakdown of sample size 68
3.3 Correlation coefficient of reliability 69
4.1 Distribution and Return of the Questionnaire 72
4.2 Sex Distribution of Respondents 72
4.3 Age Distribution of Respondents 73
4.4 Marital Status 73
4.5 Education Qualification 73
4.6 The nature of industrial relations system in Federal Teaching Hospitals in the South East Nigeria 74
4.7 The nature of industrial relations system in Federal Teaching Hospitals in the South East Nigeria 74
4.8 The nature of industrial relations system in Federal Teaching Hospitals in the South East Nigeria 75
4.9 The nature of industrial relations system in Federal Teaching Hospitals in the South East Nigeria 75
4.10 The nature of industrial relations system in Federal Teaching Hospitals in the South East Nigeria 76
4.11 Condensed outcome of the five questions administered for testing Hypothesis one. 76
4.12 Aggregate response for the two hospitals 77
4.13 Expected frequencies for Hypothesis one 77
4.14 The nature of rules guiding industrial
relations in Federal Teaching
Hospitals in the South East Nigeria. 77
4.15 The nature of rules guiding industrial
relations in Federal Teaching
Hospitals in the South East Nigeria. 78
4.16 The nature of rules guiding industrial
relations in Federal Teaching
Hospitals in the South East Nigeria. 78
4.17 The nature of rules guiding industrial
relations in Federal Teaching
Hospitals in the South East Nigeria. 79
4.18 The nature of rules guiding industrial
relations in Federal Teaching
Hospitals in the South East Nigeria. 79
4.19 Condensed
outcome of the five questions administered for testing
Hypothesis two 80
4.20 Aggregate response for the two hospitals 80
4.21 Expected frequencies for Hypothesis two 80
4.22 Industrial relations promote harmony in
Federal Teaching Hospitals in the South East Nigeria. 81
4.23 Industrial relations promote harmony in
Federal Teaching Hospitals in the South East Nigeria. 81
4.24 Industrial relations promote harmony in Federal Teaching Hospitals in the South East Nigeria. 82
4.25 Industrial relations promote harmony in
Federal Teaching Hospitals in the South East Nigeria. 82
4.26 Industrial relations promote harmony in
Federal Teaching Hospitals in
the South East Nigeria. 83
4.27 Condensed outcome of the five questions
administered for testing
Hypothesis three 83
4.28 Aggregate response for the two hospitals 84
4.29 Expected frequencies for Hypothesis three 84
4.30 The major challenges of managing industrial
relations in Federal
Teaching Hospitals in the South East Nigeria. 84
4.31 The major challenges of managing industrial
relations in Federal
Teaching Hospitals in the South East Nigeria. 85
4.32 The major challenges of managing industrial
relations in Federal
Teaching Hospitals in the South East Nigeria. 85
4.33 The major challenges of managing industrial
relations in Federal
Teaching Hospitals in the South East Nigeria. 86
4.34 The major challenges of managing industrial
relations in Federal
Teaching Hospitals in the South East Nigeria. 86
4.35 Condensed outcome of the five questions
administered for testing
Hypothesis four 87
4.36 Aggregate response for the two hospitals 87
4.37 Expected frequencies for Hypothesis four 87
4.38 Descriptive Statistics 88
4.39 Ranks
89
4.40 Test Statistics 89
4.41 Descriptive Statistics 90
4.42 Ranks
91
4.43 Test Statistics
91
4.44 One-Sample Kolmogorov-Smirnov Test table 92
4.45 One-Sample Kolmogorov-Smirnov Test table 93
LIST
OF FIGURES
Figure 2.1: Machinery for Prevention and Settlement of
Industrial Relations 45
Figure 2.2: Conflict 59
Figure 5.1: Models of Industrial Relations System 97
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Organization exists at the
instance of the efforts of both the employer and the employees who are the
prime movers of the operational activities of the entity. The two parties
therefore, co-exist and interact in the course of the day-to-day operations of
the organization. The above scenario in the workplace implies that there is
defined relationship between the employer and the employees. Such two parties
in the organization engage in formal relationship, which is purely for
operational purposes. Therefore, the relationship between the employer and the
employees is contractual in nature, which is that of master-servant relations.
The implication is that industrial relations as a term embrace all aspects of
the relationship between individual workers and groups (trade union and the
management) in the course of organizational operations ( Akubuiro, 2003).
Fajana, (1995) states that industrial relations cover all aspects
of employment relations between the employer and the employees in
organizational operations. Hence, it relates to contractual relationship
between the employer and the employees, regulation of conditions of service,
collective bargaining, management of strikes, industrial democracy,
employer-trade unions relations, and organization personnel policies on how to
relate on mutual basis with individual workers and their trade unions in the
course of organizational operations.
Generally industrial relations can be viewed as employee –
employer relationship in the work place, the essence of which is to enhance
employee satisfaction, and the furtherance of industrial peace and
organizational growth (Swanepoel2002). Other dimension to industrial
relations is its tripartite nature as a relationship that exists between
workers, employers and government.
According to Emiola, (2000), the position of the government is
that of a regulator and protector of the workers’ rights. The legality of
industrial relations derives from government’s recognition of employer and
employees as partners in the production of goods and services. In the same
vein, there is a range of government legislation regulating their (the employer
and the employees) day-to-day activities. It implies that the position of
government in industrial relations is one of acting as the watch-dog over the
relationship between the employer and employees in the workplace. The essence
of industrial relations revolves around the determination of general conditions
of service, discipline, maintaining a stable work force, maintaining an ideal
level of productivity, and providing welfare facilities for workers, among
other issues in the workplace (Akubuiro, 2003).
The existence of unions is to allow workers to participate in the
determination of policies under which they will consent to work. The principal
interest of the employer on the other hand, is to maintain control of the
organization, especially by monitoring allocation of organization’s resources.
While the trade union demands represent extra cost to the employer, the
employer in order to remain in business will introduce some measures to cut
down costs by all means so as to make the maximum profit margin (Thiebart,
2003).The result is that there is
latent and often manifest of antagonism among the two parties, occasioned by
the fact that their respective interests are at variance except in their bid to
ensure continuity of production which fosters their dependence on each other
for survival. There will be effective industrial relations in an organization
if the following conditions exit:
MANAGING INDUSTRIAL RELATIONS IN FEDERAL TEACHING HOSPITALS IN THE SOUTH EAST NIGERIA
