EFFECTS OF INDUSTRIAL CONFLICTS ON WORKER'S PRODUCTIVITY .

(A

CASE STUDY OF Ministry of works)

BY

EHIKIOYA PRECIOUS OMOBOBOLA

MGS1405411

BEING A PROJECT SUBMITTED TO THE DEPARTMENT OF HUMAN RESOURCE

MANAGEMENT, UNIVERSITY OF BENIN. IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE OF BACHELOR OF

SCIENCE (B.Sc) DEGREE IN HUMAN RESOURCE MANAGEMENT.

APRIL, 2018
 CERTIFICATION

This is to certify that this research work was carried out by EHIKIOYA, PRECIOUS

OMOBOBOLA with Matric No. 1405411 of the Department of Human Resource Management,

University of benin under my supervision, in partial fulfillment of the requirements for the award

of Bachelor of Science (B.Sc) Degree in Human Resource Management, University of Benin,

Benin city.

___________________________ __________________________
Miss. Amadasun Date
Project Supervisor

_________________________ ___________________________
Dr. Johns Ejechi Date
Head of Department
 DEDICATION

This research project report is dedicated to the Almighty God, the maker of all things, the giver

of life, knowledge, wisdom, and understanding. This project is dedicated to my parents. God

bless you sir/ma.

 ACKNOWLEDGEMENTS

My deepest gratitude goes to God almighty for giving me the strength, grace and wisdom to

carry out this study.

I also appreciate the tremendous contribution of my project supervisor, Miss Amadasun for her

tireless direction, guidance and support to make this project a success.

I also want to thank the lecturers of the department of Human Resource Management, Dr.

Andrew Tafamel, Dr. (Mrs) Umemezia, Dr. Rowling Osaro Igbinomwanhia, Dr. Eminem Daniel

Ekanem, Dr. Kadiri, Mr iyayi, Mrs joy Eremife Mrs Oguns and others who all contributed to my

life one way or another throughout the programme.

I thank my greatest mentor my dad for all of his unconditional love and support in all

ramification and my darling mother for her tireless and relentless effort in making sure I get a

formal education. God bless you both and I deeply appreciate all that you have done for me.

Finally, to all my friends in no particular order Ay, Steven, Cyril, Korede, Mc Presido,

Ogenerukewe, Lekan and others, Final Year Committee and every other persons I could not
mention but who have contributed to this project one way or another. I appreciate all of your

contributions, God bless you all.

TABLE OF CONTENT

Page

Cover page

Title page......................................................................................................................i

Certification……………………………………………………………………………….ii

Dedication…………………………………………………………………………………iii

Acknowledgements……………………………………………………………………….iv

Table of Contents…………………………………………………………………………v

List of tables………………………………………………………………………………vi

Abstract……………………………………………………………………………………vii

CHAPTER ONE

Background to the study.......................................................................................1

Statement of the problem.....................................................................................2

Objectives of study.................................................................................................2

Research question ...........................................................................................3

Research hypotheses.............................................................................................3
Significance of the study......................................................................3

Scope and limitations of the study.......................................................................................4

Definition of terms..............................................................................4

SECTION TWO

Introduction ………………….....................................................................................10

Definition and views on industrial conflict and workers' productivity

.....................................................................11

Various views on conflicts …………………………………………………………………..11

Historical development and nature of industrial

conflicts…………………………………….................................................13

Perspective of conflict in Nigeria ………………………………...........................15

Types of conflict ........................................................................18

Sources of conflict ..….................................................19

Consequences of industrial conflict ……..............................................................................19

Definition of worker's productivity .........................................................................23

Literature review on workers productivity …………………….............................................24

Impact of conflict on worker's productivity ………………………………………………....29

Mechanism of conflicts resolution........................................................... 29

SECTION THREE

Preamble…...........................................................................................................40

Research Design...................................................................................................41

Rationale for the choice of Research Desig..........................................................42

The Study Area....................................................................................................44

The Study Population...........................................................................................45

The Target Population………………………………………………………………46

Sampling Frame.…………………………………………………………………….48
Sampling Size and Defination..............................................................................50

Sampling Procedure………………………………………………………………...52

3.5.1 Research Instruments………………………….....................................................53

3.5.2 Validity of Research Instrument…………………………………………………...54

3.5.3 Reliability of Research Instruments………………………………………………..55

3.6.1 Ethical Consideration……………………………………………………………….57

3.6.2 Methods of Data Collection…………………………………………………………58

3.7.1 Field Work Experience……………………………………………………………...59

3.7.2 Problems Encountered in the Study………………………………………………...59

3.7.3 Resolution of the Problem Encountered in the Study……………………………...60

3.8.1 Methods of Data Analysis…………………………………………………………..61

3.8.2 Limitation of Study………………………………………………………………….62

3.8.3 Strength of the Study………………………………………………………………..62

References…………………………………………………………………………………...63

SECTION FOUR

Preamble…..........................................................................................................65

Socio-Demographic Characteristics of the Respondents…...................................65

Analysis of Responses to Research Questions.....................................................67

Respondents’ View on the Effect of Disruption in Academic Program in

Universities on Students Learning Effectiveness………………………………….67

Respondents View on the Effect of Strike Actions on Students Study Habit,

their Academic Performances and also how it affects Student’s Motivation

to Learn……………………………………………………………………………70

Respondents View on the Effect of Strike Actions on Reduction of the

Quality of Education in the University…………..……………………………….77

Test of Hypothesis………………………………………………………………...78
Test of Hypothesis One……………………………………………………………78

Test of Hypothesis Two…………………………………………………………...79

Test of Hypothesis Three………………………………………………………….80

Test of Hypothesis Four…………………………………………………………...80

Test of Hypothesis Five……………………………………………………………81

4.5 Discussion of Findings…………………………………………………………….82

SECTION FIVE

Preamble……………..........................................................................................84

Summary…………………………………...........................................................84

Conclusion..........................................................................................................85

Contribution to Knowled....................................................................................86

Recommendation……………………..................................................................88

Bibliography………………………………………………………………………………….90

Appendix……………………………………………………………………………………..100

Abstracts

Conflict is described as a clash or a disagreement between two opposing groups or individuals.another

school of thought sees conflict as incompatibility,as of two things that cannot be simultaneously
fulfilled. Industries consist of workers and management working towards the attainment of their
objectives,which makes the disagreement between worker's and management imperative. When
industrial conflict comes in, it adversely affect production.

The essence of this study is to look into the effect of industrial conflict on worker's productivity, and
also look at the different mechanisms of conflict resolution. Questionnaire was used for data
collection and respondent were asked to indicate on a scale anchored (a) Yes (b) no what opinion
best suits their responses to any of the questions asked. Of the total 80 questionnaires distributed,
80 were returned by the respondents and this was used for data analysis.
 CHAPTER ONE
INTRODUCTION

Background of the study

Overtime, Industrial conflict is a canker worm that has eaten deep into the fabrics of
most organizations both government and private.In other to achieve organizational
productivity, enhance growth and profitability in any organization, a lot has to be done
in ensuring that workers or employees are in the right frame of mind in other to give
their best to the cause of any firm or organization. Overtime, a lot of scholars have
actually observed a striking relationship between employees’ frame of mind and their
productive capacity. If operational performance and productivity is to be achieved, then
workers/employees have to be provided with the best possible condition to give their
best and enhance productivity. In achieving organizational aims and objectives, the
workers inputs constitute over 70 percent to achieving profitability (Schlep 2010).

Industrial or organizational conflicts are one inevitable act that takes place in
organizations or firms which is capable of ruining an establishment if not properly
handled. Misunderstandings are inevitable but the way it is handled in an organization
goes a long way of determining the eventual success of such organizations. In an
organization where there are people from different background and ideologies
industrial conflict is bound to occur. It take quite a lot of professional and ethical ways
of ensuring that these industrial conflicts when they do occur can be effectively
managed so that it doesn’t have a negative stamp on the organization. Industrial crises
can be as a result of several factors which ranges from wages/salary, poor working
condition, selective punishments just to mention but a few.

Nigeria as a country has witnessed its fair share of industrial crises; in 1964, there was a
general industrial action/strike carried out by the United Labour Union over the non-
implementation of the revised salary structure in Nigeria. Workers demonstrated their
grievances in the streets of major cities in Nigeria and some labour leaders were
tortured in the process by the police. In 1994 during the regime of late General Sani
Abacha, the academic staff union of universities (ASUU) carried out a strike action
throughout the federation which lasted for more than a year over poor working
conditions. Also in 2002 ASUU also embarked on six months old indutrial action over the
better working conditions promised earlier.In 2010, the academic staff union of
universities particularly in the south Eastern States of Nigeria embarked on a five
months strike over the non-implementation of the 2009 FG-ASUU agreement.
However, considering the past history of Nigerian industrial relations, one may conclude
that industrial conflict is a dominant factor in the Nigerian Labour Relations and could
affect the nation’s productive capacity if neglected.
Statement of the problem
Industrial crises have been a reoccurring decimal in Nigeria’s labour relations. This has
grossly lead to economic hardship now evident in the country as the gross domestic
product has steadily depleted which has led to job retrenchment. There have been
many disputes and disagreement between the Nigerian workers and their employers,
this disagreement usually lead to industrial actions, crises and its pathetic result is the
poor performance of the economy as millions of naira is lost each time Nigerian workers
embark on strike or industrial actions.
However, one would begin to ask why is industrial conflict a dominant factor in the
Nigerian Labour history? What could be the cause of these actions, the effects as well as
possible alternatives to the problem of industrial conflict in Nigeria?
Objectives of the study
The following would serve as our aims and objectives of engaging in this study
1. To examine the causes of industrial conflicts in Nigeria.
2. To know the effect of industrial conflict on the Nigerian workers.
3. To know if industrial conflict affects workers moral/productivity.
4. To know if industrial conflicts affect the socio economic development of Nigeria.
5. To examine the relationship between industrial conflict and workers’
productivity.
6. To know the solutions to industrial conflict in Nigeria.

Research Questions
The following questions would guide us on the course of the study
1. What are the causes of industrial conflicts in Nigeria?
2. What are the effects of industrial conflicts on the Nigerian workers?
3. Does industrial conflict economy affect the socio-economic development of
Nigeria?
4. Does industrial conflict kill workers moral to be productive?
5. What are the possible answers to the consistent industrial crises?
6. Is there a relationship between industrial conflict and worker’s productivity?
Research hypothesis
 H0: there is no significant relationship between industrial conflict and workers’
productivity.
  H1: there is a significant relationship between industrial conflict and workers’
productivity.
Significance of the study
The study has both theoretical and practical significance. Theoretically, this study will be
useful to both students and scholars who wish to advance their knowledge on the
meaning, causes, effects and possible alternatives to industrial conflict in higher
institution of learning and Nigeria at large.
On the other hand, it also has a practical significance to the management of the Nigerian
government and its employees, as it will help them improve their industrial relations,
economic bargaining and collective understanding among them as actors in Industrial
Relations. Significantly, it will also provide practicing industrial personnel managers with
knowledge on the causes, effects and possible alternatives to industrial conflicts in
Nigeria.

Scope of the study

This study is majorly focused on the effect of industrial conflict on workers’ productivity
with a case study of industries in Edo state.

Limitations of study
 Financial constraint- Insufficient fund tends to impede the efficiency of the
researcher in sourcing for the relevant materials, literature or information and in
the process of data collection through the internet, questionnaire and interview.
 Time constraint - The researcher simultaneously engaged in this study with other
academic work. This consequently cut down on the time devoted for the
research work.
Definition of terms
 Conflict: This is a situation in which people, groups, or countries are involved in a
serious disagreement or argument due to clash of interest.
 Industrial conflict: This refers to as the dissatisfaction arising from the interaction
between the labour and management in the work place.
 Negotiation: This is the formal discussion between people who are trying to
reach an agreement.
 Strike: This is temporary refusal by workers to work in accordance to the
prevailing employment contract or other conditions that may have been
specified or implied in the contract of employment.
 Industrial action: This is the reaction of either party to conflict in any attempt to
make the other party succumb to its demand.
  Poor performance: This refers to a situation whereby an employee failed to meet
up with his or her expected target in any task assigned to him in an organization.

LITERATURE REVIEW

2.0 Introduction

It is significant for those involved in employment relationship to give full recognition to the
existence of differences of interest, value and orientation. And this, in turn implies applying the
insights of the “pluralist perspective” to employment relations. This research work is to point out

the effect of industrial conflict on worker’s productivity.

2.1 Definitions and views of Industrial conflicts and worker’s productivity

Any organization is made up of management and workforce to run any organization, both parties
i.e. employers (management) and workers (union) have to work hand in hand for the successful
survival of the organization. But sometimes due to conflicts and differences in interest in
opinions, this could results in a rivalry between the parties involved in organization.

According to the Industrial Dispute Act, 1947, section 2(k)”, Industrial dispute means any
dispute or differences between employers, or between employers and workmen or workmen and
workmen, which is connected with the employment or term of employment or with the condition
of labor of any person.

According to Obisi (1996) Industrial conflict is the inability of parties in a role set to sort out
their differences, which maybe directly or indirectly linked to their organization.

Robbins (1991) opined conflict as a process in which an effort is purposely made by a

person/individual to offset the effort of the other person by some form of blocking that will result
in frustrating B in attaining his or her goals or furthering his or her interests.

India Industrial Disputes Act (1947) defined industrial conflict as any dispute or differences
between employers and employers, or between employee and employees or between employers
and employees, which is connected with the employment, or non-employment, or the terms of
employment or with the condition of work of any person.

2.2 Various views on conflicts

According to Robbins (1991) the following are the various views on conflict.

Traditional view: This explains that all conflicts should be avoided.

Human relations view: which says that conflict is a natural and inevitable outcome in
any group.

Current view or interactionist view: which explains that conflicts, is not only a positive
force in a group but that it is absolutely necessary for a group to perform effectively.
Functional conflict: This supports the goals of the group and improves it performance.

Dysfunctional conflict: This hinders group performance.

Perceived conflict: This is the awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise.

Felt conflict: This is the emotional involvement in a conflict creating anxiety, tenseness,
or hostility.

2.3 HISTORICAL DEVELOPMENT AND NATURE OF INDUSTRIAL CONFLICTS

Succinctly, the emergence of industrial conflict in Nigeria society and workplace did not take
place until 1942 when the Nigeria society was under colonial rule, and the level of awareness
coupled with aggressive unionisms was also not visible during this period. As a result, conflict is
said to be ever-existing or ever present. It can be viewed at the industrial, group or industrial /
organization.
We shall at this point examine the various dispute or conflict in the industrial level, especially
those occurring between management and labor. However, the first industrial labor dispute was
the “cola” demand in June 1992. This was as a result of hardship the working class experienced
during the Second World War by the British which led the railway union to demand a cost of
living allowances or award (cola). Workers agitated so much but their demand was turned down
and crisis ensure between the government and the railway workers, again the establishment of
labor department, enactment of trade and arbitration ordinance and workers compensation
ordinance in 1992, the active role of the railway workers union led by Michael Imodu, coupled
with the infamous government order of the general defense regulations in this same year with in
demonstrations, out lawed strikes and lock-outs during the world war period.

At the end of war, workers expected a rise in their economic fortunes, but nothing was done and
the economic conditions were so hard so, they embarked on a general strike in 1945 led by Chief
Michael Imodu. The strike lasted for forty-five (45) days. It almost paralyzed the colonial
economic because of the tremendous support from worker and led to the encouragement in the
formation of other unions.

However, one major tragic incident of labor conflict was the Enugu shooting of 1949” when the
coal miners at Iva valley in Enugu went on a strike. During this period, Armed Policemen were
called in and twenty-one (21) coal miners were killed. The shooting at Iva valley in Enugu on
18th November, 1949 created more awareness among workers and united them.

Another incident was the general strike of 1964. This was as a result of agitation made by the
worker for a revision of wages and condition of work which was not adhered to. According to
Nwabuzor (1990) the strike cost government about twenty (20) million naria. The general strike
of 1964 and the outbreak of war in 1967 led to the enactment of some labor law in order to
ensure a lasting industrial peace throughout the war. Furthermore, the damage of the economic as
a result of strike brought about government taking a drastic action in 1968, government enacted
the “trade disputes decree (Emergence provision) which out lawed strikes and lockouts but made
room for labor and management to voluntarily agree on issues concerning them.

In addition, the available records of the federal ministry of labor and productivity in conjunction
with the federal office of statistics reveals what constraints the major uprising in development of
conflict between union and management as “conditions of service which comprises of
allowances, wages and salaries put differently, labour most frequent disagrees with the
management / government over non-payment / under payment of wages and salaries, benefits
and allowances, insecurity of job, poor working condition e.t.c. Most often, cases handled by the
industrial arbitration panel (IAP) responsible for the development of industrial conflicts in
Nigeria.

However, Punch Editorial (2003) identified some other factors that would also result to conflict
in the national oil producing industry to include, delay in the implementation of an agreement
between the management and the union, border, dispute, lack of confidence, lack of autonomy,
insufficient delegation of authority above all the negative responses to worker demand. Hence,
Sonubia’s finding (1973); confirmed this when he added that:

Conflicts of interest and advances between employer and employees always center around the
factors enumerate above, and that of the condition of service.

In a related view, Nwanegbo’s (2005) study on conflict in Nigeria clearly shows that deprivation
was at the center of most of all the conflict in Nigeria. It is responsible for frustration which
leads to aggressive responses.

All these impacts negatively on the resources and economic development of a country and could
lead to industrial conflict between the government and union.

Basically, industrial conflicts have two major view namely, traditional view and international
view.

However, traditional views see conflict as dysfunctional for an industry / organization, because
of its negative consequences whereas the international view sees conflict as unavoidable in an
organization because of its positive and negative consequences.

From our discussion so far conflict can be described as a type of behavior which occurs when
two or more parties are in opposition or in battle as a result of a perceived relative deprivation
from the activities of or interaction with another person or group, finally, industrial conflict can
equally bring the country economic activities to halt.

2.4 Perspectives on conflict in Nigeria

A study of the relationship between personnel managers and other managers in a brewing
organization in Nigeria revealed that managers in marketing, finance and production departments
contradicted the views of personnel managers that they were making the same contribution to the
development of the organization (Akinmayowa, 1980). In an Insurance company in Benin City,
the conflict between the union and management was so severe the managers were eventually
locked out of their offices for over three months. This nearly led to the collapse of the company.
Both Edo and Delta State Governments had to invoke Decree 17 of 1984 to deal with the erring
staff. Eventually, the company witnessed a major shake-up and massive rationalization of
workers in the company (Mayowa Biyi Associates, 1997).Osamusali (1997) studied industrial
conflict in the Nigerian Railway Corporation. He discovered that conflict in the company had
reached an epidemic proportion. Principally, the bone of contention between the management
and labour had been on the issue of irregular payment of salaries even when the salary and other
fringe benefits were not adequate to meet the basic need of workers. The lukewarm attitude of
government towards the corporation especially lack of radical policy thrust to beef up the
fortune of the corporation were some of the vexatious issues militating against smooth industrial
relations in the corporation. A survey by Eluemunor (1996) recorded in NEPA that the workers
were aggrieved because workers’ participation in management was low. The study supported the
trend in Nigeria, whereby the employers of labour tend to see workers’ participation in
management as an ambitious bid to take control of the business (Ejiogu; 1983, Akinmayowa,
1987; Temile, 1995). Another survey (Archi, 1987) showed that labor turnover was linked to the
“quality and nature of supervision” and workers’ attitude toward the work and management”.

Similarly, poor communication, poor supervisory management/leadership styles and stress on the
job were focused to be responsible for conflict, while conflict itself, is another potential source of
stress (Onosalase 1994; Ogbebor, 1997; Eshagheri, 1997; Okonkwo, 1997; Okoro, 1998). Indeed
Odigie (1995) focused on the behavioral attributes of corporate executives in an investment
company. The emphasis was on attributes such as leadership, communication, time-management,
conflict-resolution, and decision-making and how these manager-subordinate relationships in the
organization investigated. He observed that corporate executives do not lead by example. They
don’t spend their time well. Also it was revealed that the executives don’t deal with conflicts in
the best possible ways. He recommended that corporate executives should learn how to
effectively demonstrate the behavioral attributes that are potentially able to improve
management-subordinate relationship.

It is implied in the work of Okoroh, (1996), that conflict may remain a permanent feature of
Nigerian organizations. This is because the wage structure in Nigeria especially in the public
section is quite low. Not only are salaries poor, but they are paid on irregular basis. Based on
this, civil servants now indulge in personalizing corporate time to augment their resources. This
constitutes potential time bomb that could lead to the breakdown of communication in
organizations in addition to poor quality of work, low productivity and negative attitudes.
Without doubt, these studies open our eyes to the variety of problems creating conflict in
Nigerian organizations.

There is a need to recognize that the Nigerian culture is a potential source of conflict
(Akinmayowa, 1981). Thus, we have not fully imbibed the culture in which we accept criticism
(even fair criticism) in good faith. We are too defensive in our action because of high degree of
insecurity. Elders often impose their views on the young ones because the culture provides for it
(i.e. we need to respect our elders, even venerate them excessively because the words of our
elders are words of wisdom etc.). But, should there be no change based on the experience of
young people being enhanced by mass communication, computer literacy, intelligent machines
and the new technological age? Another problem is cheap labor. The attitude of an employer is “
do the job, don’t ask me questions and if you don’t like it here then go, other who need the job
are waiting at the gate”. Another difficulty is the diverse ethnic nationalities. They see things
differently from the perspectives of language, religion and history. So, we are not surprised that
there is lack of continuity and often when you see a group engaged in a “good fight”, for
survival, the group loses steam and is deflated. How do we then manage conflict, especially
when we realize that conflict is inevitable?

2.5 TYPES OF CONFLICT

Conflict is classified based on two broad perspectives, namely:

Intrapersonal conflict and

External conflict

Intrapersonal conflict

Intra-personal conflicts are individual level conflicts concerned only to the individual. They
involve a process internal to the individual. They occur when an individual “is uncertain about
what work he or she is expected to perform, when some work demands conflict with other
demands, or when the individual is expected to do more than he or she feels capable of doing”
(hellriegel and slocum, 1976). Intra-personal conflict may also occur when goals have both
positive and negative aspects and when competing and conflicting goals exist. Three forms of
intrapersonal can be identified. These are mutually exclusive positive, positive-negative, and
negative-negative conflicts.

The Mutually Exclusive Positive Goal Conflict: also described as approach-approach

conflict, occurs when an individual is ‘forced’ to choose between two or more equally
attractive or desirable (positive) but mutually exclusive goals.

Positive-negative goal conflict: This type of conflict is also called approach-avoidance

conflict. It occurs when an individual wants to attain a particular desirable objectives but
 as the person gets closer to the objective there occurs a rethink (motivated to avoid it)
because he or she sees either positive or negative features in the same goal. In other
words, positive-negative goal conflict results when an individual attempts to achieve a
goal that has both positive and negative effects. For example, in pursuing a top
professional position, the lecturer frequently must make personal sacrifices not only of
his own time, but also time with his family.

Negative-negative goal conflict: This type of conflict is also referred to as avoidance-

avoidance goal conflict. It occurs where an individual is forced to choose between two
goals; neither of which is viewed favorably; both are equally unattractive and
undesirable.

Conflicts External to the individual

This second perspective views conflict as a process that is external to the individual. Under this
broad category can be identified seven types of conflict:

Interpersonal (individual versus individual conflict) conflict.

Individual versus group conflict
Intergroup (group versus group)conflict
Inter-organizational(organization versus organization)
Individual versus government.
Group versus government (e.g. Nigerian union of teacher, NUT) versus state or federal
government.
Any combination of all the various types of conflict.

Interpersonal conflict: This refers to conflict or friction between two or more persons in
the same organization. Interpersonal conflicts are probably the most prevalent type of
conflict in formal organizations. It is frequently caused by a number of factors including
personality differences, perceptual and role differences. While interpersonal conflict may
not be as harmful to the organization as intergroup conflict, the former may degenerate to
attain the status of the latter as parties to the interpersonal conflict begin to seek and get
the support of their friends(Akanwa, 2003).

Intergroup conflict: This is conflict between groups in the same organization. It is a

frequently occurring problem and a major source of concern for managers in complex
organizations. It is a major source of concern for administrators because it can seriously
harm the enterprise and prevent from achieving its goals and objectives when compared
 to other forms of conflict within the organization. This is why managers should be alert to
intergroup conflicts(Obeku, 1975).

Inter-organizational conflict: This refers to conflict between organizations. Such a

conflict is built into the economic system of the nation through the competitive
motive(Ogunownji, 1981).

Inter-departmental conflict: This is conflict between departments in the same

organization. It may arise as a result of interpersonal conflicts, differences in perceptions,
interdependence competition for scarce resources and so on(Ogunownji, 1981).

Line-staff conflict: Is one between line personnel and staff personnel in an organization.
It is a common type of structural and intergroup conflict in organizations. Staff personnel
are expected to advice line personnel but, frequently, line personnel or line department
often resent the advice of staff, because of the feeling that they, the line managers will
have to take the blame when staff advice does not work. Thus, line managers will have to
take the blame when staff advice does not work. Thus, line personnel may refuse to use
staff expertise (Middlemist and Hitt, 1981).

Role conflict: occurs when sometimes the roles a person is expected to play do not
entirely mesh with each other. Demands of one role may be at variance with the demands
of another(Anugwo, 2007).

2.6 SOURCES OF INDUSTRIAL CONFLICTS

There are many potential sources of conflicts in organization, and at this juncture it is expedient
to look critically at them:

Limited Resources

Perhaps, the most fundamental fact of organizational life is that resources are finite. Even the
most successful organization have found that they are limited in what they can achieve, realizing
this, groups and individuals see that there will times when they have to fight for what they want.
The most obvious manifestation of this conflict comes when the annual budget is set. Each
department typically submits a request for its needs during the next fiscal year, and top
management adjusts the request based on its knowledge of the total organization and the
resources available. Department heads often see their requests cut back which has the potential to
generate conflict as each of them tends to make value judgments as to why the management
decided to cut one department and not other. As a general rule, the greater the scarcity of
resources, the greater the potential for conflicts. This may be the reason why Leeds and Stanton
sees conflict as the struggle over the division of the cake (Mullins, 2007).

Communication problem

At the broadest level, communication problems develop because not all groups have the same
information. Each group therefore, takes a position based on its views of the world and
information it has. For instance, if management fails to communicate to workers, that new pay
plan tied productivity is meant to increase earnings, the workers may just think it is done to
victimize them (Mullins, 2007).

Poor pay package

A very powerful source of conflict in any organization is poor payment package for employees,
especially when a firm in an industry pays a lower rate, compared to other firms in the same
industry.

The kind of conflict always generated here will be union-management conflict in which workers
union will always be agitating for increment in their pay.

This kind of friction will continue until the pay package is increased to measure up to what
others take in the same industry, because, it is believed that management will always want to
minimize costs and maximize profits, and on the other hand workers will want the best payment
for their labour (services) provided for the organization (Mullins, 2007).

Task Interdependence

Interdependence of tasks exists when one department depends on the performance of the other
ones. In such a situation the potential for high degree of conflict or friendliness exist, depending
on how the situation is managed. Suppose Mr. X is the head of department A, and in the yearly
budget just approved by top management, Mr. X received considerably less money for
operations than he thought was minimally necessary to run the department. Suppose also that Mr.
X sees that department B got most of what he demanded for. If the work activities of Mr. X’s
department are interdependent with those of department B. he might purposely slow down his
department’s work in an attempt to convince the management that they made a mistake in their
allocation of funds (Mullins, 2007 and Kreitner & Kinicki, 2004: 489)
Breach of Agreement

Several times, the union and the management reach agreements which both parties are supposed
to follow to the latter, when there is a breach of contract or agreement, the resultant effect is
conflict. For instance, if union and management or employer have reached an agreement on
salary increment at a certain period of time, and when the time comes the employer did not
increase the salaries of the workers, the workers may employ industrial actions to drive home
their point.

A typical example of this source of conflict is the just concluded nation-wide strike action
embarked upon by the Academic Staff Union of Universities (ASUU) protesting the non-
compliance o the federal government to the agreement reached with them previously (Mullins,
2007)

Differences in perception

We all see things in different ways. We all have our own unique picture or image of how we see
the “real” world. Difference in perception result in different people attaching different meanings
to the same stimuli. Value judgment follows this view of perception and this can be a potent
source of conflict since thee same thing may mean different things to different people.

One of the classic differences in perception involves the value of experience versus the value of
education. Older, more experienced manager often are in conflict with younger, inexperienced
managers about the way in which work should be done.

The experienced person usually points out how knowledgeable he or she has become over the
years, whereas the inexperienced person argues for “new ways” of doing things (Mullins, 2007)

It is hard to make unequivocal statements about how differences in perception will influence
conflicts. It is also difficult to deduce exactly how a person views the world, unless the person is
well known by the manager. Nevertheless, a realization that there are differences in perception
(by groups or individuals) is crucial to conflict resolution. This means that it must be included in
any discussion of sources of conflicts (Mullins, 2007).

Role conflict

A role is the expected pattern of behaviors associated with members occupying a particular
position within the structure of the organization. In practice, the manner in which people actually
behave may not be consistent with their expected pattern of behavior. Problem of role
incompatibility and role ambiguity arise from in adequate or inappropriate role definition and
can be a significant source of conflict.

Violation of territory
People tend to become attached to their own territory within work organization for example, to
their own area of work, or kinds of clients to be dealt with, or to their own room, chair or parking
space. Jealousy may arise over other people’s territory. For example, size of room, company car,
allocation of an assistant or other perks-through access to information or through membership of
groups. A stranger walking into a place of work can create immediate feeling of suspicion or
even resentment because people do not usually like their territory entered into by someone they
do not know and whose motives are probably unclear to them. If a person’s territory is violated,
this can lead to the possibility of retaliation and conflict (Mullins, 2007).

Change

According to Robins (1994), change is an alteration in people, structure or technology. Parker

(1974) noted that, change, actual or attempted, also results in conflict within group or in an
organization.

Apart from the differences in the interests and goals of management and workers, the changes
and rapid process of adaptation which the enterprise at times has to undergo in order to survive
affect the members of the work community in so many different ways that they also become
continuous sources of conflict.

There will always be tendencies to resist changes. Some people resist changes of course, for
many reasons, some of those reasons are: fear of the unknown, fear of losing something of value
like job etc.

Organizational complexity

Conflict tends to increase as the number of hierarchical layers and specialized tasks increases
because larger number of individuals with varying attitudes is involved (Kreitner and Kinicki,
2004)

Collective decision-making

The greater the number of people participating in a decision, the greater the potential for conflict
(Kreitner and Kinicki, 2004).

This list of sources is exhaustive as the sources of conflicts are exhaustible on their own.

2.7 CONSEQUENCES OF INDUSTRIAL CONFLICTS

Undoubtedly, industrial conflicts have impact negatively on the economic development,

particularly in Nigeria, over the years; Nigeria’s industrial sector has been characterized by
industrial strike which had adverse effect on the economy, the industries and individual worker.
Also, it disrupts essential services of some government parastatals.
However, most of the consequences of industrial conflicts both positive and negative are listed
below: the positive and negative are listed below:

It is a source of motivation to develop innovations method.

It allows organization to successfully adapt chances in the environment.
Malfunctioning parts of the system are given attention as a result of the conflict.
It gives chances for people to test their capacities.
Long standing problem will be brought to the surface and be resolved.
It encourages stimulation of interest and creativity.

On the other hand the negative consequences of industrial conflict include:

It leads to destruction of work which could also result to loss of review.

Individuals usually experience stress, frustration and anxiety.

A climate of mistrust and suspicion is developed among labor and management.

It exposes the internal activities (secret) of the enterprise to the ears of the public especially when
it reaches to lay-off of the workers.

Also, it leads to loss of important personal to their opposition or competitors etc

2.8 DEFINATION OF WORKERS’ PRODUCTIVITY

Labor or Workers’ productivity measures the hourly output of a country's economy.

Specifically, it charts the amount of real gross domestic product (GDP) produced by an hour of
labor. Growth in labor productivity depends on three main factors: investment and saving in
physical capital, new technology and human capital.

BREAKING DOWN 'Labor Productivity'

Labor productivity, also known as workforce productivity, is defined as real economic output per
labor hour. Growth in labor productivity is measured by the change in economic output per labor
hour over a defined period. Labor productivity should not be confused with employee
productivity, which is a measure of an individual worker's output.

The Importance of Measuring Workers’ Productivity

Workers’ productivity is directly linked to improved standards of living in the form of higher
consumption. As an economy's labor productivity grows, it produces more goods and services
for the same amount of relative work. This increase in output makes it possible to consume more
of the goods and services for an increasingly reasonable price.
Growth in labor productivity is directly attributable to fluctuations in physical capital, new
technology and human capital. If labor productivity is growing, it can be traced back to growth in
one of these three areas. Physical capital is the amount of money that people have in savings and
investments. New technologies are technological advancements, such as robots or assembly
lines. Human capital represents the increase in education and specialization of the workforce.
Measuring labor productivity allows an economy to understand these underlying trends.

Labor productivity is also an important measure of the short-term and cyclical changes in an
economy. High-level labor productivity is a combination of total output and labor hours.
Measuring labor productivity each quarter allows an economy to measure the change in its
output in relation to the change in its labor hours.

If the output is increasing while labor hours remains static, it could be a sign that the economy is
advancing technologically and should continue to do so. Conversely, if labor hours increase in
relation to flat output, it may be a sign that the economy needs to invest in education to increase
its human capital

Policies to Improve Labor Productivity

There are a number of ways that governments and companies can improve labor productivity.

Investment in infrastructure: Increasing the investment in infrastructure from

governments and the private sector can help productivity while lowering the cost of doing
business.
Tax and welfare reforms: Implementing these improve work incentives and increases
incomes of people who work more productively.
Quality of education and training: Offering opportunities for workers to upgrade their
skills, and offering education and training at an affordable cost, help raise a corporation’s
productivity.
Business investment: Increasing the size of and consistently upgrading a company’s
capital stock by pushing out machines that are aged and less efficient.
Tax breaks: Offering incentives for businesses to use clean, efficient and new technology
to help increase output.
Deregulating markets: Increasing competition to enter the market can lead to greater
efficiency and higher productivity.

2.9 LITERATURE REVIEW ON WORKERS PRODUCITIVITY

Declining productivity in Nigeria has become a persistent concern of economic and business
analysts over the past 5(five) years and as the decline continues so does the search for solutions
(Bowman, 1994; Burnstein and Fisk, 2003; Balk, 2003). Dozens of organizations have attempted
to solve their productivity problems by application of various innovative management techniques
(Balas, 2004). Some private sector agencies have implemented incentive programs in order to
influence employee motivation and increase productivity. Many of the motivational tools used in
private industry are not available to managers who work in the public sector. An employee
working in the public sector knows that salaries are not individually negotiated. Employees who
perform their jobs well do not receive larger salary increases than those who perform poorly
(Moe, 2000; Steers and Porter, 2000). Therefore the link between pay and job performance that
is often present in the private sector is all but non-existent in the public sector. Unlike private
agencies, public sector organizations are not profit driven; therefore, the pay is less competitive
for its employees. Another strategy used to influence the productivity of private sector workers
that is less effective with public sector employees is disciplinary action (Burnstein and Fisk,
2003). It is difficult to discipline pubic employees. Disciplinary action refers to taking an action
against an employee that will result in the termination of that employee. In the private sector
termination is usually swift, with few if any complications.

Termination in the public sector is not as simple. Once a public employee has been lawfully
retained in his/her position after completion of the probationary period the employee typically
attains a permanent status. Once this permanent status is attained a public employee is protected
by procedural due process rights (Bowman, 1994). Therefore the threat of losing one’s job
because of decreased productivity is of more concern to a private sector employee than a public
sector employee. Other factors have been identified as affecting the productivity of public
employees, these are: inadequate resources, inappropriate organizational structure and
insufficient motivation (Cherniss and Kane, 2004).

This push for more productivity from public sector agencies is not a new phenomenon. These
factors may be important; yet, I believe that the attitudes and management styles of mid-level
managers are what really influence employee productivity. One of the primary tasks of the
manager is to motivate people in the organization to perform at high levels (Steers and Porter,
2000; Caldwell, 2001; Christesen, 2002). It is generally agreed that the more accurately
managers can answer the question of what motivates their employees, the more effective they
will be at maximizing productivity, enhancing productivity, enhancing performance and
advancing the notion of organizational accountability (Cherniss and Kane, 2004). There have
actually been a number of public sectors productivity movements. The beginning of the last
century was characterized by an important productivity interest that diminished as the Second
World War approached. Yet, in the 1970's, nearly half a century after the productivity movement
began, a number of conceptual innovations emerged. This movement towards a more productive
public sector can be categorized into four periods: Government by the Efficient (1900-1940),
Government by administrators (1940-1970), Government by the managers (1970-1980) and
Government by the private sector (1980-1990) (Public Productivity and Management Review,
1990).

Government by the Efficient: 1900-1940

A generation ago, a municipal government was considered commendable if it was honest. Today,
we demand a great deal more of our public service. It must be not only honest but efficient as
well (Jurkiewicz and Massey, 1998; Washnis and Hotzer, 2003). This kind of statement was
typical thinking during the first part of the century 1900's. Government by the good turned into
government by the efficient. A new emphasis was placed on economy and efficiency. Efficiency
was generally defined as accomplishment of work with the least expenditure of manpower and
materials (Bouckaert 1990). In 1937, under the Roosevelt administration, the President’s
committee on Administrative Management, also known as the Brownlow Committee, published
its report. This report stated that, the efficiency of government rests upon two factors: the
consent of the governed and good management. Administrative efficiency is not merely a matter
of paper clips, time clocks and standardized economies of motion. These are but minor gadgets.
Real efficiency goes much deeper down. It must be built into the structure of a government just
as it is built into a piece of machinery (President’s Committee on Administrative Management,
1999).

During this period of the productivity movement the real objective was the improvement of
government performance (efficiency and effectiveness) (Bouckaert, 1990). The next movement
was government by administrators.

Government by Administrators: 1940-1970

During this time there is an apparent shift from the scientific management approach to a general
management approach. The first Hoover Commission (2001) made recommendations on
Performance budgets and standards. Such concepts as economy and efficiency had a major focus
as well as management improvement (Moe, 2000). The main motive for these innovations was
no so much the search for better government, as it had been in the first stage, but the wish to
control expenses. The changing environment caused the cost of government programs to grow at
an alarming rate. This explains why productivity, conceived of as doing more with less, became
and remained of interest to the political elite (Bouckaert, 1990). The Bureau of the Budget
initiated a productivity project in 1962. In five different agencies, including the US. Postal
service, the feasibility and usefulness of productivity measurement was explored. The 1964
report concluded that it would be feasible to develop valid productivity indexes for many
government activities (Kull, 2005). Although numerous improvements were made in planning,
programming, budgeting, accounting, auditing and systems analysis, the comprehensive
productivity concept remained largely unused until the 1970's (Bouckaert, 1990). The third
productivity movement was government by the managers.

Government by the Managers: 1970-1980

The 1970's were supposed to be the era of public administration as public administration
(Bouckaert, 1990). The distinction and separation from politics remained and the notion that
public administration was a profession took hold. The inspiration of the private sector and the
eagerness to implement private sector techniques resulted in a new stage. Government by the
administrators turned into government by managers. The public administrator became a public
manager. This metamorphosis promoted an atmosphere and environment of professionalism,
creativity, innovation and combativeness that was supposed to be typical of the private sector.

Public administration turned into public management (Perry and Kraemer, 2004). The search for
productivity at this time was not motivated by better government, as it was in the first stage, or
expense control, as it was in the second stage, but now the search for productivity is fueled by
the desire to get more for the tax payer’s money: more bang for the public buck (Bouckaert,
1990). The final piece in the productivity life cycle of the 1970's was (Washnis and Hotzer
2003).

Productivity Improvement Handbook for State and Local Government. This handbook described
the tools, techniques and systems for improving productivity and applies them to the different
functional operations of state and local government (Bouckaert, 1990). The final period in the
history of the productivity movement is the government by the private sector.

Government by the Private Sector: 1980-1990

There was an upswing in the productivity movement in the early 1980's at several levels:
committees, reviews and activities. In 1981, the National Productivity Advisory Committee
announced that a White House Conference on Productivity would be held in September 1983
(Christensen, 2002; Caldwell, 2001). The National Center for Public Productivity had its
conference on Putting Productivity to work in March 1983 (Public Productivity Review, 1990).
The Bureaucrat started with a series on productivity in the summer of 1983 (Washnis and Hotzer,
2003). All these were indicators of a renewed interest in the productivity movement (Bouckaert,
1990). Two trends were dominant during this period. One continued the approach pursued in the
1970's and the other was a new approach. This new approach was ideologically motivated and it
advocated a private sector-inspired approach to productivity in the public sector and the
privatization of many government services. The 1980's became known as the era of less
government and what remained was government by the private sector.

With all these changes in the evolution of productivity, it’s no wonder that public agencies seem
to be grasping at straws when it comes to discovering what influences employee production.
Factors such as job satisfaction pay and contributions to the overall agency are all influential in
employee productivity, but I still believe that it is the managers, the mid-level managers, that
have the biggest influence over employee productivity.
Productivity as Yesufu (2000) declares is often described, with ample justification, as the secret
of business success, economic progress and increasing wealth. In general parlance, however,
productivity is the measure of the ratio of the output to the amount or quantity of the resources
input, which is utilized in the relevant production process. Over a given time scale, productivity
is a measure of the efficiency of an enterprise, or an economy-namely, how effectively given
resources are, or can be utilized. There is a presumption that if productivity or efficiency is low,
even abundant resources will be frittered away as a result of high-cost and inefficient
exploitation of such resources.

In the literature, it is posited that the industrial revolution and the movement away from agrarian
society was the pivotal point in history that instigated the concern with workers output (Kartzell
and Yanalorich, 2000). The major schools of thought, namely, Frederick W. Taylor and the
Human Relations Movement have impinged on productivity since the mid-nineteenth century.
Among a number of factors that were since that time believed to have some influence on
productivity are (a) the growth of organized labor unions, (b) technological advancement and (c)
the changing role of government. For instance, government was assumed to have some influence
on productivity, albeit often indirect through labour legislation, consumer protection regulations
and even tax regulations, which may redirect the way in which factors of production are
allocated.

Based on the idea that productivity is a systematic concept concerning the conversion of inputs
to outputs by the system under consideration, Thomas and Rodney (1998) Akinyele (2005)
proposed that this dynamic concept can be defined more specifically as outputs relative to the
four major resource inputs of the firm, viz:

Productivity so defined is referred to as Total productivity (i.e., total outputs/total inputs) output
relates to only one, two, or three of the inputs are thus partial measures of productivity. e.g.,
output per unit of capital, per unit of material, per unit of energy, respectively. Similarly,
McBeath (1996) defines productivity as a measure of how well resources are brought together in
organizations and utilized for accomplishing a set of results. Based on this view, productivity
implies reaching the highest level of performance with the least expenditure of resources. The
foregoing are in consonance with the common approach to productivity which according to
Adamu (1991), is a type of relation between output and input. The relations as Adamu states
further, compares outputs with one or more inputs, often factors inputs like labour and capital to
define some meaningful measures like:

• The work environment as to be safe and healthy, i.e., no hazards and no undue risks.

• The opportunity to use talents effectively to acquire new skills and knowledge for
advancement must be ever present.
 • The employees at all levels have occasions to develop their capabilities through problem
solving and planning.

• The social climate of the organization is free from prejudice and rigid classifications.

• The job does not take excess time and energy from other aspects of life.

Oloko (1991) similarly identified some socio-cultural factors affecting productivity and
excellence in some Nigerian organizations, viz:

• Low level of national consciousness.

• Existence of wide spread corruption.

• Personalization and monopolization of offices by the bureaucrats.

• Intense and negative class consciousness on the part of bureaucratic elites in their
relationship with their subordinates.

• Absence of a keen sense of punctuality

2.10 THE IMPACT OF INDUSTRIAL CONFLICTS ON WORKERS’ PRODUCTIVITY

In view of the attendant of adverse effects of industrial conflicts, most companies always like
to avoid conflict and disputes. This is because whenever it occurs, it usually results to loss of
valuable man-hour as well as destruction of the production process which consequence bring
about a decline to productivity of output level.

However, there are two views regarding the effects of industrial conflict on performance of the
corporation. One of the view of conflict, which support the goals of corporation and improve its
performances are regarded as functional, while, the other view argued that conflict which have
negative impacts and hinder the effectiveness of the enterprise are considered to be dysfunctions
or destructive.

Furthermore, the functional aspects of industrial conflicts include the following:

An effective catalyst for positive change

A source of motivation which encourage quality work
 An indicator for increasing industrial resources
An effective measure in inducing management to adopt more efficient policies and
practices

Whereas, the dysfunctional aspects of industrial conflict are:

Communication breakdown both horizontally and vertically, inflexible and unaccommodating

attitude to industrial change.

Inter-personal and inter-group rivalries and jealously.

An increase in employee turnover.

In relation to this Agim – Nwaju (1987) infer that efficiency and effectiveness of an enterprise or
industry depends upon the development of good working relationship between labor and
management and ability to make efficient use of labor, capital and technology.

For instance, the crises between the management of Guardian Newspaper and its worker the
management could not manage or control the problem; it result to layoffs of their worker thereby
creating bad impressions to the management whereby the workers decided to expose most of the
managements internal arrangements.

2.11 MECHANISM OF CONFLICT RESOLUTION

These are various ways or method through which the grievances and dispute of the both party
employer and union can be settled or resolved – it may be either through internal or external
mechanism.

The internal mechanism of conflict resolution according to Ubeku (1983) includes: collective
bargaining, deputation joint consultation.

Collective bargaining: Collective bargaining is perhaps the main machinery which employers
and trade union use to consider demands and resolve conflict internally. According to
Ogunnwonyi (1981), collective bargaining is distributed as a process of meeting, presenting
demands, discussing presenting, bluffing and sometimes bullying and threatening, all in a bid to
reach an agreement. Ideally, It is a process of reaching agreement between labor and
management for a period of time, over the conditions of work, such as wages, break periods,
overtime etc. its aim is to reduce grievance reduce strike as well as administer rules and contract
of employment.

Deputation: This is process often used where management appears autocratic the worker may be
called upon to express their views on a given matter but may or not have bearing on what is
finally decided. In most cases, decisions might have been made and workers are merely
informed. Finally, in deputation, decision making does not involve workers. It is autocratic in
nature.

Joint consultation: This particular mechanism is one of the results of labor-management

relation and it is mostly evolved by management and union when issues of common concern and
interest are to be achieved. In line with this, Ubeku (1933) defined joint consultation as “a
meeting between the workers and their employers where the relationship is seen not in terms of
bargaining strength but in terms of their worth and ability to contribute to the subject being
discussed”.

In essence, this is to enhance the goal of common purpose, to create sense of belonging and to
achieve higher productivity etc. In addition, Ubeku 1983) went further to say that in joint
consultation at the enterprise level, the committee considers matters concerning the whole firm
and membership is partly by nomination and partly by election.

The external mechanism of conflict resolution according to Fajana (1993) most times it is
difficult for two parties (employer and (union) to resolve their different internally they have to
look outside for amicable settlement of the dispute through the (external) statutory machinery.
Thus, the statutory procedures towards disputes settlement are contained in the dispute decree
1946. Before both parties resolve to external mechanism, there must be a write up which shows
that the parties have made all efforts to settle internally and failed. The letter will also show the
areas of disagreement meanwhile, the following are the statutory (external) mechanism of
conflict resolution.

A. Mediation: It is an attempt to settlement of disputes. within fourteen 14 days on which a

mediator is appointed to resolve the dispute, when it is not settled a report recording the point on
which the parties disagrees and the steps already taken by the parties to reach a settlement shall
be sent to the commissioner on behalf of the parties within 14 days where mediation is successful
and the commissioner is satisfied and the agreement reached is documented, but without success
the commissioner may appoint a conciliator.

B. Conciliation: Here, the conciliator will inquire into the causes and circumstances of the
dispute under consideration and try to negotiate with the parties for the purpose of settlement. If
not achieved within 14 days a report is sent to the minister who will refer the case to the
industrial arbitration panel (IAP) for settlement within 10 days of his receipt of the report.

C. Arbitration: The industrial arbitration panel (IAP) this panel was created in 1969. When the
conciliator fails to reach settlement within 14 days of his appointment, he shall report the matter
and circumstance to the minister. The dispute is referred to the (IAP) within 62 days after it
started.
Its settlement is achieved within the 20 days, the award is not published until 21 days have
elapsed within which time of the parties is supposed to raise an object. Within 21 days, if no
objection is raised, the award is published in a gazette and the agreement becomes binding on
both of them. But if an objection is raised within the given 21 days, the minister of labor will
refer the dispute to the national industrial court (NIC).

D. The national industrial court (NIC): The national industrial court (NIC) shall hear the
dispute, and evidence are presented as may be deemed necessary, the body then gives a ruling
that is final and binding on the employers and workers to whom it relate. The body is made of a
president and four other member referred to as ordinary members, the president must have been a
high court judge or a lawyer with at least 10 years of experience. Together, there are nine
numbers officiating in the industrial court.

E. Inquiry and investigation: Section 23 of the constitution empowers, the minister of labor to
setup a board of inquiry to inquire and investigate dispute and employment problems. This can
be used where conciliation and arbitration are considered unsuitable and as a matter of public
interest, it can be applied at any state where there is need to that.

3.0 RESEARCH METHODOLOGY

This chapter basically describes a set of method, procedures and strategies employed in the
process of executing this work. This part is very essential in carrying out a research study so that
any interested Reader will be able to understand the modalities in arriving at the research finding,
(Nnamdi): (1991) on the other hand, this research study is carried out with a view to understand
the nature of industrial conflict in a government parastatals University of Benin to be precise.

Following the view, the research work therefore focused on the following key areas: research
design, method of data collection, sample size, sampling techniques and data analyst techniques.

3.1 RESEARCH DESIGN

According to Asika (1991) research design defined as the structuring of investigation aimed at
identifying variables and their relation to one another in line with this, Aham (2000) avers that
research design refer to the different ways a researcher can draw sample from any given
population or general arrangement of different part.

However, it is aimed at obtaining or gathering of relevant and reliable information that will
enable us solve the research problems. Basically, in designing this research work, the research
used survey method to investigate the general effects of industrial conflict on workers’
productivity.

3.2 METHODS OF DATA COLLECTION

This is based on the information needed in the study, which is of vital for the achievement of a
research work (Yanans 1973) succulently, two methods of data collection were used in this
study, they, include the primary and the secondary data.

Primary data are gathered from the questionnaire administered to the employee (staff) of the
university.

On the other hand, secondary data were sourced from the published and unpublished materials,
such as textbooks, magazines, journals, library research internet browsing, conference papers on
well as some documents received from the staff of the ministry.

Generally, this makes this research work as original as possible since the data well be fresh and
accurate and also proffer a workable solution to the research problems.

3.3 SAMPLE SIZE

According Oxford Advanced Learners Dictionary, sample size is described as “a number of

people or things taken from a larger group and used in tests to provide information about the
entire group or population. Also, it refers to any fraction of population taken in a specified
manner as a representative, to the entire population. In this study, the sample size was draw from
the various departments and units of the ministry of works.

However, the selected sample represents all the existing characteristics of the entire population
for the purpose of generalizing the findings from the study of sample itself.

SAMPLING TECHNIQUES

In view of this, the researcher wishes to accomplish the objective of this study at attainable cost
therefore, the researcher employed convenient and judgment sampling methods in selecting
respondent to whom questionnaire were self-administered. In addition, a survey was carried out
on the elements that make the sample population and their characteristics contribution on the
impact and their characteristics contribution on the impact of industrial conflict on performance
in the University of Benin in particular their selection was also one in the likely manner.

This is to enable every member has equal chance of being selected and also to secure a true
cross-selected sample of the population.

3.5 DATA ANALYSIS AND TECHNIQUES

This lay emphasis on the literary and numerical description, tabular presentation and the use of
percentages which were adopted while analyzing the information collected (Obiomah 2002).

Hence, the researcher chooses SPSS in analyzing from the respondents base on the questionnaire
distributed, they were grouped and put into frequency distribution table and then converted to
percentage. Each table was followed with a short exploration of its contents so as to quicken and
ensuring simple understanding of the work.

Also, it was tabulated in order to facilitate the analysis and to make for easy comprehension of
the finding of the research study.

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Introduction

This chapter explains the analysis of the data collected from the respondents through the use of

self-completed questionnaires. The data collected from the respondents were used to calculate

descriptive statistics of the data as frequency count and percentages. Out of the 80 copies of
questionnaires administered, only 80 were returned. This shows a response of 100% from the

respondents.

4.2 DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS

Table 4.1: Respondents by Sex

Sex Frequency Percentages %

Male 45
56.3
Female 35
43.8
Total 80 100

Interpretation: The result indicates that while 60% were males, 40% were actually females; this
shows that majority of the respondents were males.

Table 2: Marital status of respondents

Marital status Respondents Percentages %

Single 32 40

Married 39 48.8

Separated 5 6.2

Divorced 4 5

Total 80 100

Interpretation: In terms of marital status of the respondents, 40% of the respondents were
single, 48.8% were married, 6.2% were separated, 5% were divorced and hence, most of the
respondents were married.

Table 3: Respondents by Age

Age Respondents Percentage %

Less than 20 years 0 0

20-30 33 41.2

31-40 29 36.3

41 and above0 18 22.5

Total 80 100

Interpretation: In the age group category of the respondents, 0% of the respondents were less
than 20 years of age, 41.2% of respondents were between 20 and 30 years, 36.3% were between
31 and 40 years and 22.5% also within 41 years and above, hence, most of the respondents were
between 20-30 years of age.

Table 4: Family size of respondents

Family size Respondents Percentages %

No family 25 31.3

2-4 27 33.7

5-7 27 33.7

8 and above 1 1.3

Total 80 100

Interpretation: With regards to family size, 31.3% of the respondents indicated no family size,
33.7% indicated family size of 2-4 persons, 33.7% also indicated family size of 5-7 persons,
while 1.3% recorded 8 and above persons as the family size.
Table 5: Educational qualification of respondents

Educational Qualification Respondents Percentage %

PHD 14 17.5

M.sc/Ma/M.ED 22 27.5

B.sc/BA/HND 25 31.3

NCE 9 11.3

OND 5 6.2

O’ level 5 6.2

Total 80 100

Interpretation: With regards to educational qualification of respondents, 14(17.5%) respondents

are PHD holders, 22(27.5%) respondents are M.sc holders, and 25 (31.3%) respondents are B.sc
holders, 9(11.3%) respondents are NCE holders, 5(6.2%) respondents are OND holders, 5(6.2%)
respondents are O’ level holders.

4.3 Data Analysis and Discussion of Results of Respondents’ Responses Answering the
Research Questions.

Research Question 1: What are the causes of industrial conflicts in Nigeria?

S/N Cause of YES NO

industrial
conflict Responses Responses

Q1 Poor pay 57 23
package
(71.2%) (28.8%)

Q2 Breach of 53 27
agreement
(66.2%) (33.8%)

Q3 Communication 62 18
problem
(77.5%) (22.5%)
 Q4 Role conflict 63 17
(78.8%) (21.3%)

From the table 4.6, 57(71.2%) respondents considered Poor pay package as the cause of
industrial conflict in the organizations, 53(66.2%) respondents considered breach of agreement
as the cause of industrial conflict in the organization, 62(77.5%) respondents considered
communication as the cause of industrial conflict in the organization, while 63(78.8%)
respondents considered role conflict to be the causes of industrial conflict. Therefore, poor pay
package, breach of agreement, communication problem and role conflict are considered causes
of industrial conflict.

Research Question 2: What are the effects of industrial conflicts on the Nigerian workers?

S/N Effects of YES NO

Industrial
Conflicts Responses Responses

Q5 Strikes 77 3
(96.3%) (3.7%)
 Q6 Work-to-rule 67 13
(83.7%) (16.3%)

Q7 Lock-out/in 51 29
(63.7%) (36.3%)

Q8 Picketing 63 17
(78.8%) (21.3%)

From the table 4.7, 77(96.3%) respondents considered strikes as the effects of industrial conflicts
on the Nigerian Workers, 67(83.7%) respondents considered work-to-rule as one of the effects of
industrial conflict, 51(63.7%) respondents considered lock-out/in as one of the effects of
industrial conflict, while 63(78.8%) respondents considered picketing as effects of industrial
conflict. Therefore, strikes, work-to-rule, lock-out/in and picketing are effects of industrial
conflict on Nigerian workers.

Research Question 3: Does industrial conflict affect the socio-economic development of

Nigeria?

Table 4.8: industrial conflict affect the socio-economic development of Nigeria

S/N Effects of Industrial YES NO

Conflicts
Responses Responses
 Q5 strikes are / are not really 77 3
quite beneficial to any of
the parties (union and (96.3%) (3.7%)
management) and even
economy because of its
negative consequences

Q6 industrial conflict affects 57 23

negatively on the workers’
(71.2%) (28.8%)
productivity and affect the
socio-economic
development of Nigeria

Q7 industrial conflict impede 53 27

the productivity and
attainment of the goals of (66.2%) (33.8%)
the enterprise and the
Nation-Nigeria

Q8 Industrial conflict crumbles 77 3

the nation GDP during the
period of the conflict (96.3%) (3.7%)

From the table 4.8, 77(96.3%) respondents agreed that strikes are / are not really quite beneficial to
any of the parties (union and management) and even economy because of its negative consequences,
57(71.2%) respondents agreed that industrial conflict affects negatively on the workers’ productivity
and affect the socio-economic development of Nigeria, 53(66.2%) respondents agreed that industrial
conflict impede the productivity and attainment of the goals of the enterprise and the Nation-Nigeria,
lastly, 77 (96.3%) respondents agreed that Industrial conflict crumbles the nation GDP during the
period of the conflict. Therefore, industrial conflict affect the socio-economic development of
Nigeria.
Research Question 4: Does industrial conflict kill workers moral to be productive?

Table 4.9: industrial conflict and workers moral to be productive

S/N Statement Yes No

Q16 Can the operating divisions of an

institution be constrained in the area of
71 9
employees’ productivity due to
industrial conflict? (88.7%) (11.3%)

Q17 Can Industrial conflict demoralize 62 18

workers which in-turn affect their
(77.5%) (22.5%)
productivity?

Q18 Does industrial action impede the

productivity and attainment of the goals
57 23
of the ministry?
(71.3%) (28.7%)

Q20 Do you think workers will definitely

show greater commitment and less
67 13
tending to industrial action if they have
something at stake in the organization (83.8%) (16.2%)
other than their regular salary?

Based on table 4.9, in Q16, 71(88.7%) respondents agreed that the operating divisions of an
institution be constrained in the area of employees’ productivity due to industrial conflict. In
Q17, 62(77.5%) respondents identified that Industrial conflict demoralize workers which in-turn
affect their productivity, 57(71.3%) respondent agreed that industrial action impede the
productivity and attainment of the goals of the ministry. In Q18, 67(83.8%) respondents pointed
that workers will definitely show greater commitment and less tending to industrial action if they
have something at stake in the organization other than their regular salary. This implies that,
industrial conflict kill workers moral to be productive.
Research Question 5: What are the possible answers to the consistent industrial crises?

Table 4.10: possible answers to the consistent industrial crises

S/N Cause of industrial YES NO

conflict
Responses Responses

Q1 Collective bargaining 57 23
(71.2%) (28.8%)

Q2 Deputation 53 27
(66.2%) (33.8%)

Q3 Joint consultation 62 18
(77.5%) (22.5%)

Q4 Signing of 63 17
Memorandum of
Understanding (78.8%) (21.3%)

From the table 4.10, 57(71.2%) respondents agreed that collective bargaining as possible
answers to the consistent industrial crises, 53(66.2%) respondents agreed that deputation as
possible answers to the consistent industrial crises, 62(77.5%) respondents agreed that joint
consultation as possible answers to the consistent industrial crises. Lastly, 63(78.8%) agreed
that signing of memorandum of understanding as possible answers to the consistent industrial
crises. Therefore, collective bargaining, deputation, joint consultation and signing of
memorandum of understanding as possible answers to the consistent industrial crises.

Research Question 6: Is there a relationship between industrial conflict and firm performance?

Table 4.10: relationship between industrial conflict and worker’s productivity

S/N Effects of Industrial Conflicts YES NO

Responses Responses

Q5 Industrial conflict can affect the 77 3

 profitability of the firm (96.3%) (3.7%)

Q6 There is a relationship between 67 13

industrial conflict and firm performance
(83.7%) (16.3%)

Q7 Industrial conflict can inhibit firms 51 29

growth
(63.7%) (36.3%)

From the table 4.11, 77(96.3%) respondents considered Industrial conflict can affect the profitability
of the firm, 67(83.7%) respondents agreed that there is a relationship between industrial conflict and
firm performance. And lastly, 51(63.7%) respondents considered lock-out/in as one of the effects
of industrial conflict, while 63(78.8%) respondents agreed that Industrial conflict can inhibit firms
growth. Therefore, there is a relationship between industrial conflict and firm performance

HYPOTHESES TESTING

Null Hypotheses: there is no significant relationship between industrial conflict and workers’
productivity

Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
a
Pearson Chi-Square .962 2 .009
Likelihood Ratio .949 .009

N of Valid Cases .79

From the chi-square table, the p-value is .000 which is lesser than the set value of
0.05 showing that there is significant relationship. This implies that there is a
significant relationship between industrial conflict and workers’ productivity. Hence the
alternative hypothesis is retained

Discussion of Findings

From the above research analysis, the following were discovered:

Poor pay package, breach of agreement, communication problem and role conflict are considered
causes of industrial conflict. This is in line with Leeds & Stanton (2012) who asserted that
Poor pay package, breach of agreement, communication problem and role conflict are considered
causes of industrial conflict may be the reason why sees conflict as the struggle over the division
of the cake.

More so, it was discovered that strikes, work-to-rule, lock-out/in and picketing are effects
of industrial conflict on Nigerian workers. This is in consonance with Steers and Porter,
(2000); Caldwell, (2001); Christesen, (2002), who asserted that the push for more productivity
from public sector agencies is not a new phenomenon which has necessitated industrial actions
like strikes, work-to-rule, lock-out/in and picketing.

Furthermore, it was also discovered that industrial conflict affect the socio-economic
development of Nigeria. This is according to Agim – Nwaju (1987) infer that efficiency and
effectiveness of an enterprise or industry depends upon the development of good working
relationship between labor and management and ability to make efficient use of labor, capital
and technology and this can not be achieved if there are industrial conflict.

Also, industrial conflict kill workers moral to be productive. Steers and Porter, (2000);
Caldwell, (2001); Christesen, (2002), who asserted that the push for more productivity from
public sector agencies is not a new phenomenon which has necessitated industrial actions like
strikes, work-to-rule, lock-out/in and picketing.
More so, collective bargaining, deputation, joint consultation and signing of memorandum of
understanding as possible answers to the consistent industrial crises. This is according to Ubeku
(1983) who asserted that the internal mechanism of conflict resolution includes: collective
bargaining, deputation joint consultation.

Lastly, there is a relationship between industrial conflict and firm performance . This is
according to Agim – Nwaju (1987) infer that efficiency and effectiveness of an enterprise or
industry depends upon the development of good working relationship between labor and
management and ability to make efficient use of labor, capital and technology and this can not be
achieved if there are industrial conflict.

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

The main objective of this study was to analyse the effect of industrial conflict on

workers’ productivity with a case study of industries in Edo state . The study employed the

use of questionnaire to elicit information answering the research questions and

hypotheses. The instrument was validated by the supervisor of the project and

administered to eighty selected respondents in the Ministry of works Benin City,

Edo State; and descriptive method of analysis was used to explain the results of the
study; while the Chi-square was used to analyse the hypotheses of the study. The

subsections that follow presented the summary of findings, conclusion,

recommendations and suggested further studies.

5.2 Summary of Findings

During the course of the analysis, the following were discovered:

poor pay package, breach of agreement, communication problem and role conflict are
considered causes of industrial conflict.
strikes, work-to-rule, lock-out/in and picketing are effects of industrial conflict on
Nigerian workers
industrial conflict affect the socio-economic development of Nigeria.
i relationship between industrial conflict and firm performance.
collective bargaining, deputation, joint consultation and signing of memorandum of
understanding as possible answers to the consistent industrial crises.

there is a relationship between industrial conflict and worker’s productivity.

5.3 Conclusion

The conclusion of the study was that industrial conflict affects workers’

productivity. The implication of this was that there is adverse effect of industrial conflicts;

most companies always like to avoid conflict and disputes. This is because whenever it occurs, it

usually results to loss of valuable man-hour as well as destruction of the production process

which consequence bring about a decline to productivity of output level.

5.4 Recommendations
 Based on the findings of this work, the following recommendations have

been made to avoid to the barest minimum industrial conflict as it is seen to have

adverse effect on workers’ productivity:

poor pay package, breach of agreement, communication problem and role conflict are
considered causes of industrial conflict. Therefore the government and management of
public and private enterprise should eradicate the above named causes of industrial
conflict.
strikes, work-to-rule, lock-out/in and picketing are effects of industrial conflict on
Nigerian workers. Therefore the government and management of public and private
enterprise should try to use effectively and promptly the measures to resolve industrial
conflict when there is one
industrial conflict affect the socio-economic development of Nigeria. Therefore the
government should try to avoid the occurrence of industrial conflict by listening to the
cries or warnings of her labour force.
Therefore the government and management of public and private enterprise should
ensure workers salaries and welfare packages are provided so as to keep them happy.

5.5 Contribution to Knowledge

This research work had contributed to knowledge in its above findings and

recommendations; which now had become addition to the body of literature and a

reference material for further research.

5.6 Suggested Further Studies

This study covered Benin City, Edo State. It can be extended to each of the

other local government in Nigeria, bearing in mind the peculiarities of the various

local governments. More so, this study employed the use of chi-square to test the
hypotheses, while simple percentages was used to test the respondents’ responses

to the research questions. Further studies could employ the use of fishers’ Z or

Regression test to test the hypotheses to check the correlation of the results in each

local governments to see the similarities or dissimilarities in the results obtained.

 Department of business Administration
Faculty of management sciences
University of Benin

Sir/Madam,
REQUEST FOR THE ADMINISTRATION OF QUESTIONNAIRE
I am a final year student (B.Sc.) of Human Resources management of the above named
Department. I am carrying out a research on the topic “The effect of Industrial conflict on Workers’
productivity: It would be of immense appreciation if you could spare some minutes to complete the
question as objectively and honesty as possible.
Note: that the information obtained will be treated as confidential and used strictly for research purpose.
Thanks for your anticipated cooperation.

INSTRUCTION: Please tick (√) in the boxes provided and where applicable.
Section A: Personal Data
1. Sex: Male [ ] Female [ ]

2. Marital Status: Single [ ] Married [ ] Separated [ ] Divorced [ ]

3. Age: Less than 20years [ ] 20-30years [ ] 31-40years [ ] 41 and above [ ]

4. Size of your Family: No family [ ] 2-4 persons [ ] 5-7 persons [ ] 8 and above [ ]

5. Which is the highest qualification you have attained?

Ph. D [ ] M.sc/ Ma /M.ED [ ] B.sc/BA/HND [ ] NCE [ ] OND [ ] O’ Level [ ]

Section B: Industrial Conflict

6. Which of these do you think is the causes of industrial conflict in the organization?

a. Poor pay package b. Breach of agreement c. Communication problem d. Role conflict e. All of
the above.

7. Which of these industrial conflicts has the organization experienced? ______________

8. Which of these industrial actions has the workers resulted to? a. Strikes b. Work-to-rule c. Lock-
out/in d. Picketing
9. How many times has the institution experience industrial conflict? a. Once b. Twice c. More than
twice

10. Which of the following do you think that will affect the movement of the management towards
addressing industrial conflict?

a. Lack of confidence b. Government under funding c. Border dispute d. Lack of understanding

e. Unwillingness to appreciate the intricacies of the industry

11. Do you think “lockouts” “layoffs” and “retrenchment” can be used by the employers against striking
workers in industrial conflict?

(a) yes (b) no

12. Do you agree that strikes are / are not really quite beneficial to any of the parties (union and
management) and even economy because of its negative consequences?

a. Yes b. No

13. Is there any consequence of industrial conflict in a workplace? a. Yes b. No

14. Do you think grievances, disputes or industrial conflicts can ever be settled between management and
union, or between employer and staff (worker)? a. Strongly agree b. Agree c. Disagree d. Strongly
disagree

15. Which of these mechanisms of industrial conflict resolution mechanisms do you prefer?

a. Collective bargaining b. Deputation c. Joint consultation d. Signing of memorandum

16. What is your opinion towards enhancing workers’ productivity and ensuring a cordial relationship
between labor union and management? (a) yes (b) no

Section C: Workers productivity

18. Can the operating divisions of an institution be constrained in the area of employees’ productivity due
to industrial conflict? (a) yes (b) no

19. How would you assess or rate the productivity or performance of the institution’s workers?

a. Satisfactory b. Unsatisfactory c. Fair

20. Is there any tremendous improvement on salaries and wages due to union activities? a. Yes b. No

21. Does industrial conflict affects the profitability of the firm? a. Yes b. No

22. Does industrial action impede the productivity and attainment of the goals of the enterprise? (a) yes
(b) no
23. Do you think workers will definitely show greater commitment and less tending to industrial action if
they have something at stake in the organization other than their regular salary? (a) Yes (b) no

24. Can investors invest in an atmosphere that is infested with labor unrest?(a) yes (b) no

25. Do you think management pay adequate attention to staff welfare matrees? (a) yes (b) no

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