CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

It is already a known fact that no social system such as industrial organizations can
function optimally without some degree of harmonious relationship among its members.
This is possibly the reason why people have consistently taken conscious efforts to
ensure some level of peaceful coexistence over time. However, the historical trajectory
associated with the different social epochs has shown that the need for mutual co-
existence became more necessary with the emergence of the industrial age and the
growing reliance on paid employment which gave rise to the capitalist economy. As
Onusanya (2005), in Damilola(2020) points out “in the wake of capitalism and the
spread of industry, negotiation took a new turn more than ever before and as such,
people must not fear to negotiate and negotiation must not be in fear”. Onusanya's
perspective unmistakably reminds us that human existence and bargaining are so
intertwined that whenever there are more than two people present, negotiation is or
should be taking place. In society, bargaining is justified by the undeniable reality that
conflict is an unavoidable aspect of life, and that if conflict arises, people must seek out
the best means of resolving it.

Interestingly, nowhere else is the above assertion more correct and prevalent than the
workplace. Social relationships in the workplace is constantly fluid in such a way that
conflict and bargaining can be rightly described as industrial bed fellows. This is
particularly true of the Nigerian industrial system where the interest of the employers
represented by management and those of the employees represented by the unions are
almost always diametrically opposed. Perhaps this is why Chidi (2014)made it
succinctly clear that, over the years, industrial action in Nigeria has greatly hampered
performance and productivity in fast tracking the expected socio-economic development
of the country. Similarly, giving weight to Chidi's claim. According to Fagade (2013),
the main reason why there is ongoing labor unrest in Nigeria's public sector is that the
framework for collective bargaining is either not used at all or is applied inadvertently.
A significant driver of extreme industrial activities like strikes in Nigeria continues to be

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undermining the effectiveness of collective bargaining in resolving labor disputes.
Although management's disregard for proactive collective bargaining fosters an
unfavorable industrial relations environment in the nation, there is a sizable amount of
academic interest in the topic.

As Fashoyin (2012),has noted that collective bargaining in Nigeria has evolved into a
separate area of research in labor relations. As a result, collective bargaining has gained
importance as a distinctive industrial relations instrument in academic subjects including
personnel management, industrial sociology, and industrial relations, among
others.Workers agitation for improved welfare has continued to remain a concern to
management of various organizations indifferent parts of the world and Nigeria is no
exception. Makinde (2013) claims that numerous firms (regardless of form) in Nigeria
are plagued by a variety of issues and maladies brought on by inefficient and
unproductive management styles or strained ties between management and the labor
unions. There are additional illnesses that result from the effect of outside influences,
like the global economic slowdown, unfavorable environmental conditions, and fiscal
policy shocks (Chidi, 2014). Since the creation of the first comprehensive international
collective bargaining agreement in 1948, the meaning, purpose, and applicability of
collective bargaining as an effective tool of harmonious labor relations have been
extensively discussed (Makinde, 2013).The Convention was ratified by Nigeria on
October 17, 1960. The most current international agreements on this topic, the
Collective Bargaining Convention of 1981 (and its Recommendations), have also been
ratified by this country.

Collective bargaining has come to be recognized as one of the major column of

industrial democracy. It tends to play a vital role in creating and sustaining industrial
harmony through early recognition of emergent areas of conflict and thereby taking
steps to remove them through dialogue and accord, but the machinery of collective
bargaining is often maltreated through non-adherence to the basic principles that guides
the practice of collective bargaining(Fasan,2011). According to an ILO (1960),
Collective bargaining is defined as "Negotiations about working conditions and terms of
employment between an employers, group of employees or one or more employers’
organization with a view to reaching an agreement. From the above, it can be gathered

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that collective bargaining; is an instrument, is a mechanism, and a method. Collective
bargaining which refers to the joint negotiation of terms of employment of their
representative is also the life blood of trade union which constitutes joint agreement to
deal with virtually all problems that might affect development of the organization. In
essence, collective bargaining covers all arrangements in which employee do not
negotiate individually but negotiates collectively through representatives

Collective bargaining is central to any industrial relations system since it is a tool

through which regulated flexibility is achieved (Godfrey, Theron & Visser, 2007). A
number of studies show that where workers had their terms and conditions of
employment determined through collective bargaining and where management
supported unions, there was an improved industrial relations environment (Edwards,
2002). Adewole and Adebola (2010), asserted that frequent eruption of industrial
conflicts between employers and employees in general can be effectively managed
through collective negotiation and consultation with the workers’ representatives. By
offering a framework for resolving labor-management conflicts without resorting to
strikes and lockouts, collective bargaining has been shown to foster collaboration and
mutual understanding between employees and management. As a result, successful
collective bargaining will be the product of a fair and lawful procedure, which will also
maintain industrial discipline and harmony (Gomez et al. 2003).

According to Bronwyn (2010), the process of collective bargaining is bipartite in nature

involving negotiations between employers and the employees, usually, without a third
party’s intervention. A trade union(s) may negotiate with a single employer typically
representing a company's shareholders or with a federation of businesses to reach an
industry-wide agreement (Carrell &Heavrin, 2012). The result of the negotiations is
usually referred to as a collective bargaining agreement (CBA) or a Collective
Employment Agreement (CEA) by the negotiating parties. Bronwyn (2010) writes that
CB enables working people who are union members to negotiate with their employers to
determine their terms of employment including; pay, work hours, leave, health and
safety policies, ways to balance work and family and much more.

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Industrial harmony is a vital component of every modern economic system in the
contemporary global society. Its importance derives from a number of functions which it
sub-serves(Girigiri and Badom, 2021). What this means is that a good industrial
harmony or peaceful co-existence between workers (Trade Union) and management, at
least will definitely showcase a give and take relationship that is mutually inclusive in
nature and will in no small measure encourage high workers morale; and by so doing,
the performance and Productivity profile of labour will be on the increase. Also, good
industrial harmony fosters development of the industrial system and ensures stability in
the spheres of governance. This is true, in particular, for public sector labor relations,
which will benefit private sector issues (David & John, 1992). Cooperation between
employees and management in an environment of good industrial understanding is
typically conducive to political stability, which in turn fundamentally lays the
groundwork for the growth of local industries, serves as an attraction for foreign
investment, and invariably creates jobs for the populace (Girigiri, 2002; Girigiri, 2007).

Industrial harmony, as defined by Nwokocha (2014), is the state of peaceful existence;

an agreement to be in harmony with our surroundings; our place of residence; our place
of employment; and to live in peace on a social, economic, and political level. A nice
sound is created in music by combining the many notes that are performed or sung. The
varying sounds produced by each of the musical instruments—the bass, treble, tenor,
and supranor—combine to create the mellow sound we know as music (Onuegbu,
2014).And when actors and all the necessary component elements cooperate for a better
outcome, this is akin to an industrial setup. It is in everyone's best interest for issues that
affect everyone to be discussed openly, democratically, and amicably in both politics
and business. The effective improvement of the industrial environments with fewer
crises or complete breakdowns will result from the positive application of democratic
principles in matters that concern all, i.e. showing fairness and equality to everyone in
the industrial setting and acknowledging their right to participate in decision-making
(Girigiri, 1999).

Industrial harmony is essential for an organization's development, expansion, and

growth. It is essential for company since individuals who decide to invest will have their
opinions reflected in the firm, as will those who work there. Industrial harmony occurs

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when disagreements between management and employers, on the one hand, and unions,
on the other, can be settled at work without resorting to complete dissolution or closure
of the organizations (David & John, 1992). To put it another way, there is harmony
when participants to a relationship in the industrial sector constantly work to settle
disputes amicably while keeping in mind the detrimental effects that a total lockdown
would have on both parties.The aforementioned are just a few of the key components for
the socioeconomic and political advancements that Third World Countries so
desperately require for work organizations to prosper. Unfortunately, Nigeria's industrial
relations do not currently reflect this harmonic principle, and they have not been
pleasant. Industrial harmony is the environment that, when present, lessens conflict in
the workplace by fostering better relations between management and employees
(Clement, 2014).

All parties involved in the decision-making process will be more enthusiastic, creative,
and productive, which will lead to greater service delivery. Both employers and
employees will be more likely to be satisfied with their jobs and experience personal
fulfillment. According to Arun (2007), industrial harmony is viewed as a way for
employees to have a say in decisions impacting the company where they make a living
and, as a result, have a say in the responsibility for making it successful. This will
undoubtedly build the groundwork for industrial democracy.In order to ensure that there
is less suspicion while dealing with problems affecting the component components,
industrial harmony involves fostering a climate of peace and goodwill between the
employees (Trade Unions) and the management or government. Therefore, for there to
be industrial harmony, there must be a state of harmonious coexistence in which each
component or section of the industry must work in concert with the others to provide an
overall pleasing output (Dabibi, 2017).

A large stream of empirical research has examined the concept of industrial harmony
using various predictor variables However, there has been relatively little empirical
research report that details how states can achieve industrial harmony, through effective
collective bargaining agreements using the instrument of the Joint Public Service
Negotiating Council within their geographical sphere. Therefore, this study intends to

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empirically fill that gap of examining the relationship between collective bargaining and
industrial harmony in the state public service of South East Nigeria.

1.2 Statement of the Problem

The experience of Nigeria in employment relations reveals a clear reluctance by

successive government to adhere to the principle of collective bargaining. One major
feature of government labourpolicies, is the absolute power given to the government to
either restructure or merge and even sometimes proscribe the trade unions in the
country. Government at all levels have employed a wide range of actions in regulating
employment relations, some were coercive, while some were through various
legislations. The history of state intervention has been characterized by various
strategies tailored towards collective bargaining and agreement. The role of the
government in the Nigerian industrial relations system and the functioning of the labour
– management relationship can be better understood within the framework of its position
as the simple largest employer which matches its power and control in industrial
relations.

The major focus of industrial relations is how individual groups and organizations
determine decisions affecting the employment relationship between the employers and
employees on one hand and the power relationships between employers and trade
unions within the working environment on the other hand.

It has been observed that every human organization is affected by conflict which is an
obstacle to improved organizational peace, harmony and productivity particularly in
the public service. Between 1960 to1974 the Federal Government set up the
Adebo(1971) and Udeoji(1974) Commissions tofundamentally rethink the civil
service system and lay its foundation on groundwork of productivity and optimal
performance. The Udoji Commission came into existence as a result of the
recommendations of the 1971 Adebo Commission that was set up basically to iron out
the thorny wage and salary issue that kept recurring since 1954. However, this
Commission got caught up in the deeper managerial challenges raised by the 1968
Fulton Report set up in the UK to reassess the efficiency problem of the British Civil
Service. The Fulton Report is regarded as the “high watermark of managerialism”, as

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 well as the theoretical foundation for the New Public Management (NPM) revolution.
The Report was set up to reflect on the possibilities of the Weberian administrative
system within the context of the imperatives market system.

The Adebo Commission was therefore compelled to confront the issues of an

appropriate organisation and structure that would energize the efficiency profile of the
civil service in Nigeria. In other words, wage and salary are just symptoms of a deeper
administrative malady Nigeria needed to engage with. However, because it had its
specific objective, the Commission recommended the establishment of another
commission to focus on organisational and structural matters.Consequent upon the
failure of the previous commissions in the public service, the Federal Government
inaugurated the National Joint Public Service Negotiating Council(NJPSNC) in 1975
primarily to negotiate the terms and conditions of service of Public Servants in Nigeria
as well as ensure strict implementation of the scheme of service and rules of service and
partner with the Government for effective service delivery. The Council and the
Government(Federal and States) are expected to regularly engage in collective
bargaining to address grievances arising in the workplace to prevent industrial crisis and
promote growth

1.3 Objectives of the Study

The broad of objective of the study shall be to determine the effect of collective
bargaining on industrial harmony in the State Public Services of the South East,
Nigeriaover the period from 2010 to 2022. The specific objectives of the study shall be
to;

1. Ascertain the extent to which State Governmentsresponse to public servants

grievance’ affectedworkersperformancein the South East, Nigeria.
2. Assess how the adoption of procedural agreement in negotiation by the State
Government enhanced workers participation in negotiation in the South East,
Nigeria.
3. Determine how adherence to collective agreement has ensuredimprovedworkers
condition of servicein the state public servicein South East, Nigeria.

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 4. Examine the effectof the Joint Public Service Negotiating Councilon minimizing
conflict in the South-East, Nigeria.

1.4 Research Questions.

The following questions shall be answered by the study;

1. To what extent has the State Governments response to public servants grievance
affected workers level of performance South East, Nigeria?
2. How has the adoption of procedural agreement in negotiation by the State
Governmentenhanced workers participation in negotiations in South East,
Nigeria?
3. To what extent has adherence to collective agreement ensured improved workers
condition of service in the state public service of South East, Nigeria?
4. What is the effect of the Joint Public Service Negotiating Council on
minimizingconflict in the South-East, Nigeria?

1.5 Hypotheses

Ho1: State Governmentsresponse to the grievance of Public Servantshas no positive

significant effect on workers performancein South East, Nigeria.

Ho2: Adoption of procedural agreement in negotiationbyState Government has no

positive effect on workers participation in negotiation in South East, Nigeria.

Ho3: Adherence to collective agreement has no positive significant effect on workers

condition of service in the public service of South East, Nigeria.

Ho4: Joint Public Service Negotiating Council has no positive significant effect on
minimizing conflict in state public servicesof South East, Nigeria.

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1.6 Significant of the study

The significant of this study can be discussed under empirical and theoretical
perspectives.

Empirically, the study will be of immense benefit to practicing administrators, labour

leaders and the State Governments. The findings and recommendations of this study
could provide a sound basis for decision making as regards effective collective
bargaining and industrial harmony in the State Public Service of South East, Nigeria and
even in the entire nation. In furtherance to this, the study through the major findings will
provide information that will assist employers of labour to proffer solutions through its
policies to the lingering problem of industrial crisis in the South East, Nigeria. It will
also provide suggestions on the best way to attain high productivity in the region’s state
public services.

Theoretically, the study will provide explanatory view for effective collective bargaining
and industrial harmony in Nigeria, particularly in the South East zone of the Country.
The study would add to the existing body of qualitative and quantitative knowledge on
collective bargaining and industrial harmony. The study would be significant to the
academics, because the focus and approaches will benefit students and other researchers
that are interested in the area of research and other related areas of study.

1.7 Scope of the Study

The scope of this study will cover collective bargaining and industrial harmony in
Nigeria with particular emphasis on State Public Services of the South East, Nigeria
from 2010 to 2022. The time frame captured the period of the eighteen thousand
naira(N18,000) and the thirty thousand naira(N30,000) national minimum wage review.
This period also witnessed incessant industrial actions both at federal, state and local
government levels. The study will examine the role of state governments and the public
service unions in achieving effective collective bargaining and ensuring industrial peace
in the in the region. The study shall critically examine the decomposed independent
variable(worker’s grievance, procedural agreement, collective agreement and the Joint

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Public Service Negotiating Council.) and the decomposed dependent variables (level of
performance, workers participation in negotiation, improved working condition and
minimized conflict.) The study will also assess the effectiveness of the State Joint Public
Service Negotiating Council in the process of collective bargaining and in ensuring
industrial harmony in the zone. The study covers the five states of the South East
geopolitical zone of the country, namely; Abia, Anambra, Ebonyi, Enugu and Imo
states.

1.8 Definition of Operational Terms

Collective Bargaining: Voluntary negotiation between employers or employers’

organization/union and workers organization or union, with a view to the regulation of
terms and conditions of employment by collective agreements.

Industrial conflict: A dispute between or among the actors in an industry.

Conflict resolution: This is a means of solving and regulating conflict in order to

bring peace and harmony into the organization.

Actors: The body involved in organization and administration of an industry.

Theyare: the workers, management and the government.

Management: Concerned with seeing to the effectiveness and efficiency of an

organization or industry through performance of managerial functions.

Labour: People classified as labour in an organization are those who possess no

property other than the capacity to produce income through their labour (energy).
These individuals collectively are referred to as labour.

Organizational: A complex social system with interconnected variables whose

activities are influenced by both internal and external environmental influences is an
organization.

Negotiation: A conversation about employment and working circumstances between

two or more people in a business or organization.

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Arbitration: Is a formal process used to resolve disputes between two parties by a
third party who is not a member of either party.

Union: To protect the interests of its members, a union is a free association that is
either founded by management on behalf of employers or by labor on behalf of
workers or employees.

Collective Agreement: Consent to a decision reached via collective bargaining by all

parties involved.

Trade union: Any grouping of workers or employers, whether temporary or long-

term, whose goal is to control the terms and conditions of workers'employment.

Public Service: Comprising of All Ministries and Extra-Ministerial Departments

MDA: Ministries, Departments and Agencies

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Conceptual Review

Literature review is a fundamental part of any research work, it is a systematic

examination or analyses of documents consisting information about the problem being
investigated or studied (Nnabugwu, 2006). The central idea in this section is to critically
review all know literature done in the area of the study and those that are closely related
to it. The focus of this section is to identify relevant contributions already made on the
subject under investigation by other researchers and it also offer opportunity to identify
gaps in existing knowledge and the newly contributing knowledge which have not been
discovered by other researchers.However, the aim of this literature review is to examine
pertinent literature, expand upon the context of this research and also provide an
empirical basis for subsequent research, in order word, identifying gap in the reviewed
literature to strengthen meaningful future research.

2.1.1 Collective Bargaining

Beatrice Webb (1891) used the word "collective bargaining" for the first time in her
study of "the cooperative movement in Great Britain," but its etymology is not clear.
Sometimes, employers of labor tried to establish it in place of a price list set by the
union. Other times, the union made an effort to create opposition, and occasionally
both sides contributed to the momentum. Collective bargaining is defined as
"voluntary negotiation between employers or employers organizations and workers'
organizations with a view to the regulation of terms and conditions of employment by
collective agreement" in the International Labour Organization's (ILO) Right to
Organize and Collective Bargaining Convention (No. 98), 1949.Additionally, the
International Labour Organization (ILO) acknowledged that although the phrase
"collective bargaining" is quite complex, it is crucial to establish a single, broadly
understood definition of it.

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For the purposes of that agreement, the organization defined collective bargaining at
this session in Geneva (1981) as follows:

"a system that encompasses all negotiations between an employer, a

group of employers, and one or more employers associations on the one
hand, and one or more workers' organizations on the other, for the
purpose of deciding on working conditions and employment terms, as
well as for the purpose of regulating relations between employers or
their organization and workers organizations.

The aforementioned remarks only scratch the surface of collective bargaining, which
is the act of establishing terms and conditions of employment through an arrangement
or negotiation between employers' and trade unions' organizations.

The process of reaching or seeking to reach a collective agreement is defined as

collective bargaining by the Nigeria Labour Act, 1974, as amended in 1978.
According to Imoisili (1986), the present definition of collective bargaining is
significantly broader than the one given above and does not always result in a
collective agreement. It is currently used to resolve conflicts and come to a consensus
on topics in addition to producing collective agreements.In other words, collective
bargaining based on participative management and mutual respect is increasingly
considered as the most successful tool in promoting industrial harmony among the
formal techniques of communication between employers and employees. The final
agreement reached with the employers, according to Flanders (1965), has a regulatory
effect and places restrictions on the employers' freedom of action in their relations
with all of the employees covered by the agreement. Collective bargaining is a method
of determining the terms and conditions of employment that involves the employees
acting jointly through their trade unions.

According to Flanders (1963), the idea is also concerned with the resolution of
conflicts that may emerge between employers and employees, in addition to the
regulation of agreements that affect employment terms. Beach (1980) expressed views
on the idea of collective bargaining that are comparable to those of the International

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Labor Organization. According to him, the subject of collective bargaining is the
interaction between employers or other representatives and the unions that represent
employees. It entails: the procedure for organizing workers into unions; the
negotiation, administration, and interpretation of collective agreements governing pay,
working hours, and other employment conditions; taking coordinated economic
action; and a procedure for resolving disputes.

In other words, collective bargaining covers issues that are of mutual interest to the
parties concerned as well as the sharing of the cake. According to Chamberlain and
Kubn (1955), collective bargaining is a process by which employers and employees
frequently decide in meetings the conditions under which work is to be conducted. In
addition, they view the idea as "a way of defining management duty to the employees
as one interest group in the organization, the signing of a labor agreement signifies a
vesting of authority on management as far as the union and its members are
concerned." Thus, the union's power serves to strengthen the duty that certain
management has taken on voluntarily toward the workforce.Collective bargaining,
according to Fasoyin (1980), is a type of workplace jurisprudence where norms are
collaboratively made by employers and employees or their representatives. These
regulations outline the individual and collective rights and responsibilities of
employees as well as management. Employer and union agree that their daily
interactions will be governed by rules that have already been reached through this
collective rule-making. There are two different categories of these rules: procedural
and substantive.

In what Keer et al. (1964) refer to as "constitutional and democratic management,"

employers abide by the provisions of the bargaining agreement and the legislative
framework of the industrial relations system. This connection develops in the rule-
making process. Democratic management encourages collaboration in decision-
making between employees and bosses. The International Confederation of Free
Trade Union (ICFTU, 1960) defined collective bargaining as "the exercise in which
workers, through their unions, try to reach an agreement with their employers on
wages payable and other benefits which they will enjoy in exchange for their labor" in
their own case. Johnson (1981) defined collective bargaining as "an economic trade-

14
off which settle the employers costs and incomes and job security of the employees."

15
The following is implied by the statement above:

1. Before an agreement is achieved, collective bargaining inherently requires

communication. The agreement is a point of equilibrium where both parties to
a negotiation agree to abide by the outcome.
2. Equal representation of management and employees is necessary.
3. A compromise is reached

Collective bargaining, according to March and Evans who were cited in

Ogunmolasuyi (2003), is "a method or process of conducting negotiations about
wages, working conditions, and other terms of employment between an employer or
group of employers on the one hand and representatives of workers and their
organization on the other, with a view to arriving at a collective agreement, (it is_
often distinguished from joint consultative in which the element of bargaining or
negotiation is assimilated. Ogunmolasuyi emphasized that the welfare issue is
important at the negotiating table. According to Scutton (1992), collective bargaining
is the process of management and trade unions, who are the representatives of the
workforce, negotiating pay, working conditions, productivity, and other connected
issues.

The result is that after the employment contract, terms of employment are decided
through negotiation, conflict resolution, and conciliation. Unless they are subsequently
included into the employment contract, the resulting provisions are not legally
binding. The essence of the collective bargaining process, according to Farnham and
Pimlot (1979), is its representative's nature, power base, adaptability, and flexibility to
specific conditions. Additionally, it is a way to guarantee that employees are involved
in decision-making. Collective bargaining is predicated on the idea that employees
have a right to take part in determining the conditions under which they will be
employed.In light of this, collective bargaining represents the end of absolute
management power in areas that employers once viewed as exclusively falling under
their purview. Additionally, it ushers in democratic practices into the world of paid
work, virtually all of which previously were structured along authoritarian lines.
Additionally, collective bargaining has the advantage of settling disputes by

16
discussion and consensus rather than through conflict and confrontation, according to
Sriyan de Silva (2006). It varies from arbitration in that settlements reached through
collective bargaining typically reflect the parties' own choices or compromises, unlike
arbitration where the decision is made by a third party. Due to the fact that arbitration
is frequently a win/lose situation, it may irritate one party, or even both.

Collective bargaining agreements frequently institutionalize dialogue-based dispute

resolution. For instance, a collective bargaining agreement might specify how
disagreements between the parties would be resolved. In that case, the parties are
aware ahead that there is a predetermined procedure for resolving any disagreements.
Participation takes the form of collective bargaining. In determining how much of the
"cake" each party is entitled to get, both parties are involved. It is a kind of
participation since it entails the sharing of rule-making authority between employers
and unions in areas that, in the past, were considered to be the purview of
management, such as transfer, promotion, redundancy, discipline, modernization, and
production standards.

Transfers, promotions, retrenchments, layoffs, and work assignments are,

nevertheless, legally exempt from the purview of collective bargaining in other
nations, like Singapore and Malaysia. (2006) Sriyan de Silva A key component of the
idea of social partnership, toward which labor relations should aspire, is collective
bargaining. The term "social partnership" in this sense refers to an alliance of
institutions representing organized employers and organized labor that aims to uphold
peaceful methods of resolving potential conflicts between employers and employees.

However, in other countries like Singapore and Malaysia, such things as promotions,
retrenchments, layoffs, and job assignments are constitutionally immune from the
reach of collective bargaining. (2006) De Silva, Sriyan Collective bargaining is a
crucial aspect of the concept of social partnership, which labor relations should aim to.
In this context, the phrase "social partnership" refers to a coalition of organizations
that represent organized labor and organized employers and which attempts to support
peaceful means of settling possible disputes between employers and employees.

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Collective bargaining and the agreements that follow tend to stabilize union
membership in cultures with a diversity of unions and variable union allegiance. For
example, in workplaces with collective agreements, employees are less likely to
switch unions regularly. This is helpful for employers as well, who must deal with
ongoing changes in union membership and the ensuing inter-union rivalry that lead to
more workplace conflicts than necessary. Most importantly, collective bargaining
typically results in better labor relations. There are various levels of improvement
possible. The ongoing conversation generally tends to strengthen working
relationships between employees and the union on the one hand, and the company on
the other.

In cases where the employers' group participates in the bargaining process, it also
develops a positive relationship between the union and that organization. Collective
bargaining requires a number of stages, as noted by Mathis and Jackson (1976, in
Ajayi (2020), albeit throughout time, each union and management tend to adopt
modest modifications. The preparatory stage involves spending a lot of time gathering
information regarding salaries, benefits, working conditions, and management and
union rights by labor and management representatives. Beginning presentation of
demands, which are commonly referred to as expectations. Additionally, Ubeku
(1983) and Ajayi (2020) outlined the requirements that must be met for collective
bargaining to be successful.

The parties must be sufficiently organized, first and foremost. To achieve this, there
needs to be a robust, effective trade union movement that is prepared to participate in
meaningful bargaining and effective member representation. However, in order to deal
with the power that worker organization had given trade unionism, employers also
needed to be organized. This is due to the fact that order and discipline cannot be
negotiated with chaos and anarchy or power and weakness. Second, the parties must
have the requisite energy to navigate the complexities of the negotiation process.Thus,
in order to get the most out of the bargaining session, a suitable level of literacy
regarding union leadership and, in fact, rank and file is required. Thirdly, the parties to
the negotiation must be prepared to reach an understanding within the parameters of

18
 the machinery put in place for that goal.

Fourth, those to whom the collective agreements apply must abide by them. In
developing nations with a large number of unions, unions can struggle to ensure that
their members abide by agreements. The labor administration authorities may be
hesitant to discipline employees when a system of labor law calls for penalties for
violating agreements. The party not in default would lose faith in the process if
agreements or understandings achieved via the collective bargaining process were
frequently not followed.

Fifthly, good faith negotiations between the parties are necessary for collective
bargaining to succeed. In the absence of an agreement, there will only be the
negotiation process. Where certain attitudes are held in common by employers,
employees, and their organizations, such as a conviction in the importance of
compromise achieved through negotiation, good faith is more likely to exist. Because
there will be some difference in the two parties' relative bargaining strength, collective
bargaining necessitates and creates strong organizations of employers and employees
who participate to the process and the constructive nature of the relationship.

In fact, management must be involved in the selection of goals and solutions because
this will likely lead to stronger acceptability and, ultimately, better implementation on
their part. The succeeding Nigerian governments have always argued for the necessity of
robust collective bargaining through their statements and public actions. The growth of
trade unionism in the nation and the adoption of labor laws are clear signs of the
government's backing. The Trade Union (Amendment) Act of 1978 is an illustration of
such legislation; it provided legal support for the recognition and restructuring of trade
unions within industrial unions.

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There are three types of collective bargaining namely:

i. Distributive bargaining
ii. Attitudinal structure and
iii. Intro-organizational bargaining

Therefore, it is evident that collective bargaining is fundamentally preferred in the

majority of emerging and industrialized nations due to the relative advantages it has
over other conflict resolution processes in promoting industrial peace. It has also been
viewed as a strategy to give the means by which the interests of both management and
staff are satisfied through negotiation while also enhancing productivity. Collective
bargaining is a method or principle of industrial governance that promotes industrial
democracy and, as a result, helps to reestablish and create the necessary level of trust
between workers and management. Additionally, it offers a platform for the
management.Additionally, it offers a venue for management and employee
representatives to consult, bargain, discuss, and persuade before reaching a collective
agreement that is anticipated to be legally binding on both parties in most cases.

There are two methods to employ collective bargaining as a method of spite

settlement. After a strike or lockout, it could be utilized as a dispute resolution
procedure with the aim of resolving the issue that sparked the action. In order to
resolve issues before a strike or lockout, it can therefore often be restored to.
Furthermore, it is important to note that collective bargaining is a form of industrial
peace treaty that establishes norms, terms, and conditions of employment for the
allocation of work and the stability of employment.It could also be considered an
institution that, in addition to setting pay and working conditions, carries out other
duties involving the resolution of conflicts, the control of relations between the
parties, and the encouragement of worker engagement. Although it is claimed that
collective bargaining is a universal practice, there are some requirements These
requirements are met not just by the management but also by the employees' union.
According to Brain Chiplin and John Cyne (2012), the conditions actually support the
case for workers' or joint participation in decision-making in any organization. The
conditions include the idea that since bargaining permits joint participation, it is a

20
 matter of social justice for those who devote their time and faith to a workplace to
have a voice in shaping the various facets of its economic policy. It is also held that
working together to make decisions improves relations amongst employees.Industrial
democracy manifests itself as a manifestation of a state's aspire to a democratic status.
Productivity will be enhanced by strong organizational commitment and efficient
industrial democracy.

All of these presumptions, according to Ogunkorode (2001), are based on the idea that
employers and employees alike have an equal stake in the efforts made to maintain
their industry (i.e the work place). According to Omole (2010), when all the
requirements are met, collective bargaining is recognized as an industrial democracy
practice.
TheAmericanNationalLabourRelationsAct(ANLRA)(1935)
describedcollectivebargainingas:
"the mutual obligation of the employer and the employee
representative to meet at reasonable times and confer in good
faith with respect to wages, hours, and other terms and
conditions of employment or negotiation of an agreement or
any question arising thereunder and the execution of a written
contract incorporating any agreement reached, if requested by
either party."
Through the process of collective bargaining, trade unions can communicate with their
employers (American Federation of Labor and Congress of Industrial Organizations,
2016). Collective bargaining, according to Kochan (2012), is an arrangement between
unions and employees' employers. Collective bargaining is a mechanism and a tool for
addressing some of the social issues that come up during labor-management
negotiations. Collective bargaining is seen as a form of industrial jurisprudence because
it helps establish the laws that govern the workplace, according to Yoder and Staudihar
(2002). In light of this, it may be said that collective bargaining is a special tool for
handling issues at work.Nevertheless, it is important to note that collective bargaining as
a tool is a process that primarily entails proposing proposals, discussing such proposals,
receiving counter proposals, and settling disagreements. A minimum of two socially
diverse groups must work together to resolve their disputes by agreeing to negotiate

21
their conditions in order for collective bargaining to take place. Makinde (2013) may
have better encapsulated this situation when he said that collective bargaining is
equivalent to negotiation plus agreement. Otherwise, Fajana (2000) in Azubuike and
Konya, 2020) supports the aforementioned viewpoint by pointing out that continuing
negotiations indefinitely without necessarily coming to an understanding is in no way
indicative of a deal being struck.

In this sense, it is clear that the result of collective bargaining is the collective
agreement, which all parties are required to uphold. As Fashoyin (1999) in Ibrahim et al.
2020) noted, the beginning of collective bargaining in Nigeria may be traced to the
public sector because there was essentially no private sector at the turn of the 19th
century. Nevertheless, while having a lengthy history in the nation, collective bargaining
has not been used to successfully address the numerous issues that plague management
and union interactions at work. This may be the cause of the ongoing workplace disputes
that have resulted in strikes in Nigeria.According to Fashoyin (1999), the peculiarities of
the employer are to blame for the relatively poor performance of the apparatus and
practice of collective bargaining in Nigeria's public sector. The Nigerian government has
been criticized for being blatantly indifferent to the condition of labor and, as a result,
has remained socially deaf to the necessity of proactive collective bargaining as a means
of promoting a positive or harmonious work environment in the nation.

The literature on collective bargaining and industrial harmony all supports the idea that
the former establishes the prerequisites for the latter, particularly in the Nigerian
workplace. Collective bargaining is known to be a very dynamic process when it comes
to supplying the necessary channels for workplace harmony and conflict resolution. For
instance, Makinde (2013) sees collective bargaining as a form of industrial democracy
since she believes that democratic processes offer the best chance for social peace and
inclusion in any system, including the industrial environment. Makinde added that the
democratic process of consultation and debate, which is the cornerstone of industry
democracy, would appear to be in the long-term interests of the government, employers,
and trade unions alike.

22
Makinde did not, however, address the question, "If the goal of collective bargaining is
to establish an agreement through bargaining, why does conflict emerge in work
relations? The answer is plausible because collective bargaining is not frequently used in
Nigerian workplaces, particularly in the public sector, and because, in most cases, social
tensions between management and labor would have already grown before its use,
making it rather otiose in terms of the expected positive outcome. lending support to the
connection between industrial peace and collective bargaining.

According to Onah (2008), collective bargaining is the cornerstone of harmony inside

any organization. The expert added, however, that the unilateral regulation or
predominance of wage commissions, which has become the standard in the Nigerian
Public Sector, taints the concept of collective bargaining. Indeed, the process cannot
establish itself firmly in management/labor relations in Nigeria, particularly given the
nation's overall anti-people democratic framework. The key idea here is that no
subsystem can rise above the larger society in which it exists. As a result, Nigeria's
larger democratic system of government is dysfunctional, which has an impact on
collective bargaining as an industrial democracy.In Nigeria, the practice of proactive
collective bargaining to promote industrial harmony has not been successful, leading to
a situation of intense discord, instability, and enduring industrial conflicts. A lack of
comprehension of the fundamentals of negotiation has led to the majority of these issues
(Fagade, 2013). According to Makinde (2013), the majority of companies in Nigeria
have gone through a number of crises as a result of a lack of awareness of the
fundamentals of collective bargaining, particularly the communication of results.

Chidi (2014) emphasizes the fact that alternative communication takes the shape of
rumors, gossip, and falsehoods when the relevant organ fails to supply the necessary
information. These, in turn, have the potential to lead to conflict inside the organizations
and misunderstandings of social relationships. Conflicts between groups can also be a
sign of insufficiently effective communication and constructive engagement, according
to Odiagbe (2012). On the other hand, when done well, communication improves the
early identification of internal tension, acts as a conflict-prevention tool, and boosts
worker productivity.Therefore, it is crucial that employers understand the possibility for
sharing the results of agreements reached through negotiating in order to enhance

23
workplace harmony and employee performance. According to Laden (2012), fostering
happy relationships in the workplace necessitates creating an atmosphere that
encourages amity and cooperation between bosses and employees. A win-win situation,
as described by some organizational experts, is further promoted by this kind of work
environment.

Puttapalli and Vuram (2012) assert that harmonious workplace relationships develop
when management and staff relationships are based on the values of respect for the
terms and conditions of employment as well as the overall well-being of the workplace.
It is possible to compile a few important indications that support industrial harmony in
organizations from the literature. These are the employment policies that support
industrial democracy, collective bargaining, terms and conditions of employment, and
communication. Regardless of how this is seen, industrial harmony raises labor
productivity, which raises organizational performance, leads to economic growth, and
raises living standards and quality of life. It fosters a tranquil workplace that is
supportive of understanding, communication, and other non-strike methods of settling
management/labor problems in Nigeria (Laden, 2012).

As stated by Lawal (2016), "management and employees must constantly be guided by

the notion that the survival of the organization is a major necessity for their continuous
existence as management and workers," even while they have their own interests to
safeguard during discussions. Therefore, for collective bargaining to be successful,
management and the union must learn to temper their demands on one another and
prioritize the organization's corporate interest. Collective bargaining, according to
Adekunle, Odunlami, and Ekpudu (2019), can only be viewed as a tool for establishing
industrial peace when it is connected to rapprochement, negotiation, and
accommodation.Another way that collective bargaining is successful in fostering
industrial harmony is when a channel of communication is opened up, as opposed to
neglecting matters pertaining to the welfare of the workforce, which only leads to
disputes like lockdowns and strikes. In order to strengthen internal union leadership and
raise worker awareness, the organization should increase worker education.

24
According to the Organization for Economic Co-operation and Development (2017),
collective bargaining can enhance the caliber of the employment relationship between
employees and businesses, resulting in more effective resource allocation, more
motivation, and ultimately increased production. The equipment or method should be
correctly accepted for collective bargaining to be effective in achieving the
aforementioned goals as well as industrial harmony. To develop industrial harmony
inside the firm, the processes of collective bargaining must be handled methodically and
in good faith.

2.1.2 Functions of Collective Bargaining

Ibrahim (2019) asserts that the various parties involved in organizational relationships
and job functions between employers and employees view collective bargaining as
advantageous. Workers or Employees (represented by a union), Employer or
Management, State or Government are the parties participating in collective bargaining.
The functions of collective bargaining to the parties are listed below.

1. Workers: Collective bargaining helps the workers to surmount the problems and
weaknesses in the workplace. Since the management believes that every worker
is weak and has a particular problem, collective bargaining serves as a function
of helping the workers surmount these various problems which is through the
fight for welfarism. The fight for welfarism is fought in a collective way with a
representative selected in order to solve these problems and thereby making the
workers appear strong.

2. State: Collective bargaining helps to avoid conflicts that may arise in the
workplace. It also helps the government in terms of avoidance or reduction of
political instability. Collective bargaining helps to avoid wastage and loss of
resources.

3. Management: Collective bargaining serves as a major function of saving

employers or management the cost of negotiating with each workers and union as
they find it easy to negotiate with the representative of the workers. Collective
bargaining helps the administration of salary and wages easy. It also helps to
generate industrial harmony and reduce dispute in workplace.

25
26
2.1.3 Process of collective bargaining

According to Thomas and Michael (2007), the following are the process of collective
bargaining:

1. Preparation: At the very first step both the representatives of each party
prepares the negotiation to be carried out during the bargaining. Each member
should be well versed with the issues to be raised at the meeting and should have
adequate knowledge of the labour laws. The management should be well
prepared with the proposal of change required in the employment terms and be
ready with the statistical figures to justify its stand. On the other hand, union
must gather adequate information regarding the financial position of the
organization along with its ability to pay and prepare a detailed report on the
issues and desires of the workers.

2. Discussion: Here, both parties decide the ground rules that will guide the
negotiation and the prime negotiator is from the management team who will lead
the discussion. Also the issues for which the meeting is held are identified at this
stage.

A. Proposal: The main negotiator makes an opening speech at this point, after which
both parties present their initial demands. Each participant offers their viewpoint,
which sparks discussions and responses, in what can be considered a brainstorming
session.

B. Bargain: The negotiation begins at this stage, where each party tries to win over the
other. The negotiation can go on for days until a final agreement is reached. The
employer offers its maximum limit at this stage and the union can decide to reduce
its initial demand a little. Sometimes both parties quickly reach an agreeable
resolution, but other times, a third party will enter the negotiation process in the
form of arbitration or adjudication to decide the disagreement.

C. Settlement: The final round of collective bargaining is where both sides settle on a
consensus answer to the issue raised thus far. Now that all parties have agreed on a
course of action. Hence, a mutual agreement is formed between the employer and

27
 employee which is to be signed by each party to give the decision a universal
acceptance. During the course of this research work it is discovered that to get the
dispute settled, management must follow the above listed steps systematically and
give equal chance to the workers or their representatives to speak their minds.

2.1.4 Conditions Necessary for A Sound Collective Bargaining

Ibrahim (2019), gave six (6) important conditions that are very necessary to the
achievement of a sound collective bargaining. They include:

1. Desirable and Favorable PoliticalClimate: For effective or sound collective

bargaining in an organization, it is important to have a favorable political
climate. The greatest way to regulate some job circumstances is to persuade the
government that mutually voluntary conversations are the best way to reach
agreements.Therefore, positive attitudes of political parties is a must for the
promotion of collective bargaining.

2. Joint Authorship of rules: Unions and management must accept each other as
responsible parties in the collective bargaining process. They both need to take
part in making the rules that guides the bargaining process.

3. Freedom of Expression and Association: There should be room for both parties
to express themselves without fear or favour. There has to be emphasis on mutual
accommodation and association rather than conflicts. So if the union and
management have to look for a long-term relationship, they have to respect each
other's rights.

4. Stability of Workers Union or Association: A strong and stable representative

union is essential for collective bargaining. In order to have such a union,
workers should have the freedom to unionize so they can exercise their right of
unionization and form a union for the purpose of electing representatives for
collective bargaining. A weak trade union that does not enjoy the support of
majority of workers is not likely to be effective.

28
5. Avoidance of unfair Labour practices from both parties: For effective
collective bargaining both parties should be willing to negotiate legally and
thereby avoiding unfair labour practices. Both union and management should
seek to enhance the interests of their members and not for personal interest.

6. Recognition by management and union: There must be an acceptable and

recognized bargaining event. Thesemeans that there must be recognized unions
to negotiate the terms and conditions of the agreement with the management.
Collective bargaining can only be effective when both union and management
recognizes it as an important machinery for achieving industrial harmony.
Willingness to negotiate in good faith and to accept agreement that prevails or
emerges: Both parties should be willing to negotiate in good faith without seeing
the other party as an enemy and also agreement reached should be accepted and
enforced to the latter.

2.1.5. Origin of Collective Bargaining and Wage-Related Industrial Unrest in the

Public Service in Nigeria:

A method of industrial relations agreements, known as collective bargaining, comprises

discussing salaries or other forms of labor compensation (Aiyede, 2002). In industrial
relations, there are often two ways for the parties to interact. The tripartite and bipartite
designs are as follows. Three parties, notably the government, employer, and labor,
engage in a tripartite manner. Government can function as a state employer or as a state
authority. In the tripartite interaction, the government negotiates or consults with
employers and workers representatives on important industrial relations policies and
other macroeconomic policies that touch onfundamental issues of development(Adesina,
2005; Aiyede, 2002). Bipartite interaction involves two parties inindustrial relations and
the major issues discussed and negotiated usually centre on wages and salaries, and
workingconditions. The interaction may be between government and employers,
government and labour, or between labourand employers. When government negotiates
with labour in this role, it acts in its capacity as an employer (Adesina, 1995; Aiyede,
2002).

29
In Nigeria, Whitley Councils were the first collective bargaining institutions set up for
the public service in 1948by the government to provide avenues for workers
participation in determining the terms and conditions of service inthe Public
Sector(Aiyede, 2002). Whitley council was an all embracing machinery of a national
scope coveringfederal, state, and (sometimes) local government employees. Thus, it
constituted a centralized form of collectivebargaining. According to Fashoyin
(2010) Whitley system failed in many governmentestablishments after barely a year
of its existence for some reasons. First, instead of serving as bargaining machinery,they
were used as consultative bodies.

Second, there were problems of representation on both sides, indecision,redtapism and

lack of government support. Third, they were rendered useless because decisions on
wages andconditions of employment were generally made by semi judicial Wage
Commissions, particularly for public sectoremployees.Yesufu (2004) and Omole
(2011) report that it was not until 1963, when the government faced several
pressurefrom trade unions for review of wages and working conditions that a
modification of the structure and scope ofcollective bargaining was attempted in
Nigeria.

This was through the Morgan Commission of 1963-1964 set up by the federal
government. The commission sought remove the shortcomings of the Whitley councils
and noted that collective bargaining between government and employees, through
Whitley councils, has hardly been effective.According to Aiyede (2002), and Aminu
(2008 in Ibietan (2013),institutions to support collective bargaining such as the National
Wages Advisory Council earlier recommended by the Morgan Commission were
eventually established in 1965.The national crisis and civil war of 1966–1970 left these
institutions dormant, sharing the same fate as the earlier Whitley councils. Immediately
following the civil war, workers' demands for better working conditions rose. The
Adebo commission, established by the federal government in 1970–1971, supported the
Morgan panel's assertion that collective bargaining was the best method for deciding on
pay and working conditions.

30
Thus, it restored the Whitley council system, which offered employment to both skilled
and unskilled employees. Additionally, it argued in favor of the use of collective
bargaining for both the public and private sectors of the economy on the grounds that it
would maintain a correct national wage balance in regard to both available actual
resources and sector-to-sector comparisons (Sokundi, 1992; Adesina, 1995; Aiyede,
2002). According to Sokundi (1992), the commission advised the establishment of Wage
Boards and Industrial Councils as a mechanism for determining wages and working
conditions for segments of the labor force that are not covered by collective bargaining
agreements and regions where wages are excessively low. Fashoyin (1987) claims that
after the Adebo Commission's report was approved.

To abrogate the Wages Ordinance of 1957, the Federal Military Government issued
Wages Board and Industrial Council Decree No.1 of 1973. The Industrial Wages Board
and National Wages Board, which were established for the commercial and public
sectors, respectively, have legal foundations thanks to this. The Udoji Commission
argued for an uniform civil service structure and the reintroduction of bipartite
bargaining mechanisms in the public sector by establishing Public Service Negotiating
Councils in 1974. (Ubeku, 2000; Olugboye, 1996). The Udoji Commission awarded
increments rather than leaving wage adjustments up to these councils.The revised grades
and pay scales revealed in the Government White Paper on the Udoji report sparked a
number of complaints, which caused uncertainty inside the Civil Service.

Fashoyin (2010) claims that the establishment of the Productivity, Prices and Incomes
Board (PPIB), which had previously been encouraged and recommended by the Adebo
and Udoji Commissions respectively, would have supported collective bargaining, was
rendered moribund in 1976 when the military government instituted a wage freeze.
According to Fashoyin (2010) and Aderogba (2005), the government did not use the
bipartite negotiating committees to determine pay, giving the appearance that it thought
collective bargaining was inappropriate for determining wages and conditions of
employment in the public sector.

Collective bargaining was prohibited at the level of the various governments and
parastatals, with the exception of the center, when salary structures and wage levels

31
were consistent across the public sector (Aiyede, 2002). According to Aderogba (2005)
and Kester (2006) in Chidi (2014), there are several ways that collective bargaining
helps to promote positive labor-management relations. Its position in standard-setting is
one of these roles. It is the primary source of rules governing pay, working conditions,
interpersonal relationships, and industrial relations in general, together with the law. It
offers a way to decide the salaries and working conditions that would be applicable to
the employees covered by the collective agreements through voluntary negotiations
between the parties involved.The Federal Government of Nigeria doesn't appear to be
aware of this because it thinks it can arbitrarily impose whatever rules it wants about
collective bargaining. Therefore, the widespread belief among industrial relations
scholars is that the difficulties with pay determination in the public sector, which usually
lead to labor unrest, are caused by the limited use of collective bargaining equipment in
pay determination (Yesufu, 2010; Ubeku, 2010; Adesina, 2015).

The government of Nigeria is solely responsible for setting wages and other working
conditions, at least in the public sector, in accordance with the principle of sovereignty.
For this reason, the government establishes pay tribunals to determine worker wages or
salary increases. This approach to labor relations means the government sets salaries and
working conditions, whether or not employees and their unions agree to it (Yusif, 2008).
The International Labor Organization recommends collective bargaining as the sole
democratic route to a civilized industrial relations system, and this is in fact at odds with
that ideal (Kester, 2006).While excessive state participation in the Industrial Relations
System prevents the premise of voluntary collective bargaining from having a chance to
function, the strategy of state intervention prevents peace in the system. As a result,
there was a perplexing change in government policy. The concept of limited
intervention, which combines some aspects of the principles of voluntary collective
bargaining with state involvement, is known as this.

2.1.6 Collective Bargaining in the Public Sector

Collective bargaining in particular, as well as the practice of industrial relations as a

whole, originated in the private sector. As a result, the processes of collective bargaining

32
in the public sector are largely based on those in the private sector. In Nigeria, however,
the situation is the opposite as collective bargaining took hold in the public sector as a
result of the almost complete absence of the private sector at the turn of the century
(Fashoyin). However, the public sector in Nigeria only verbally supports the collective
bargaining process. Despite their commitment to the ILO Convention 98, governments
at all levels—federal, state, and local—have continued to disregard collective bargaining
and award wages in order to score political points.

In order to control wages and job terms and conditions, the State or the government will
once again establish wage commissioners. As a result, wages are decided by fiat. Given
that collective bargaining is put to the background, this preference for wage
commissions can best be described as a unilateral system. It is difficult to consider wage
tribunals or commissions as bilateral or tripartite because they provide limited chance
for workers to participate in the decision-making process on terms and conditions of
employment. As a result, the State is opposed to collective bargaining since it favors
wage commissions.Despite Nigeria's commitment to ILO conventions, particularly
conventions 87 of 1948 and 98 of 1949 that guarantee employees' freedom of
association and the right to organize and engage in collective bargaining, Effective
collective bargaining has been impeded in the public sector as a result of the State's
position.

For the aim of determining pay and other conditions of employment in the public

sector, the following wage commissions or committees of inquiry were established

during the colonial and post-independence eras. According to Chidi (2008), the

employment of adhoc commissions to handle workers' demands, such as wage

determination and other terms and conditions, is undemocratic and unilateral since it

violates sound principles of industrial democracy. As a result, it goes against

democratic principles. The following pay commissions have been used in Nigeria to

regulate employment terms and conditions and determine wages for those working

in the public sector.

33
34
 Commission Year Instituted

Hunt Commission 1934

Bridges Commission 1941

Tudor Davis commission 1945

Harragin Commission 1946

Miller Commission 1947

Whitley Commission 1948

Gorsuch Commission 1955

Mbanefo Commission 1959/1960

Morgan Commission 1964

Adebo Commission 1971

Udoji Commission 1974

Onosode Commission(for parastatals) 1981

Cookey commission (for varsities) 1981

AdamolekunCcommission (for Polytechnics TTC& TC) 1981

UkandiDamachi Commission 1990 Minimum Wage commission 1999

Only in 1981, during the Shagari civilian administration, did a tripartite wage
negotiation take place in response to the general workers strike that was called by the
Nigeria Labour Congress (NLC) in May 1981 and motivated by the NLC's demand for a
wage review. As a result, the minimum salary was set at N125. President Babangida
used his influence to manipulate the Damachi-led tripartite minimum wage committee,
which the Babangida dictatorship established on January 30, 1990, and which set the
N250 minimum salary.The fixation of the N7,500 national minimum wage, which was
passed into Law in 1999, and the fixation of the N18,000 national minimum wage,
which was passed into Law in 2011, were not based on collective bargaining. The
constitutional government of Obasanjo, like its military predecessor the Abubakar
regime, avoided any tripartite collective bargaining. The government did not include

35
private sector employers or state governments, who were responsible for implementing
wage awards at the state and local government levels, in its consultations with NLC and
TUC leaders. When state governments stated their inability to pay, this exclusion led to
severe disputes at those levels, where they eventually gave in to various forms of
collective bargaining and agreements.

2.1.7 Collective Agreement

Any written agreement for the settlement of disputes between:

(a) an employer, a group of employers, organizations representing workers, or the duly

appointed representative of any body of workers, on the one hand; and

(b) one or more trade unions, organizations representing workers, or the duly appointed
representative of any body of workers, on the other; is referred to as a collective
agreement.

It is described in the Labour Act as "a written agreement regarding working conditions
and terms of employment concluded between-

(a) an organization of workers or an organization representing workers (or an

association of such organizations) of the one part; and

(b) an organization of employers or an organization representing employers (or an

association of such organizations) of the other part."

Additionally, it is defined by the National Industrial Court Act (NICA) as any written
agreement pertaining to working conditions and terms of employment reached between:

(a) an organization of employers or an organization representing employers (or an

association of such organizations), of the one part; and

(b) an organization of employees or an organization representing employees (or an

association of such organizations), of the other part;

36
A collective agreement is defined by the International Labor Organization (ILO) as any
written agreements regarding working conditions and terms of employment reached
between an employer, a group of employers, or one or more employers' organizations,
on the one hand, and one or more representative workers' organizations, or, in the
absence of such organizations, the representatives of the workers duly elected and
authorized by them in accordance with national laws. Some essential components of a
collective agreement emerged from the aforementioned. As follows:

a. The collective agreement must be in writing. The bargaining process must be

documented and the issues agreed on must be reduced into writing.
b. The collective agreement must be the outcome of a collective bargaining.
c. All necessary parties must be duly and ably represented in the collective
bargaining that gave rise to the collective agreement. Where any party; that is,
employee or employer is not present or duly represented, such agreement is not
acceptable.
d. Collective agreement is usually geared towards settlement of issues relating to
working conditions and terms/contracts of employment. Examples of negotiable
issues settled by collective bargaining/agreement include: salaries and wages
increase, working hours, pension, maternity leave, workers training, sick leave,
annual leave, promotion, allowances, overtime payment, transfer, redundancy,
death benefits, occupational health, insurance, car/house loans, equal treatment,
suspension and discipline. The list is inexhaustible and flexible according to the
ability of trade unions to influence and persuade employers. The participation and
contribution of trade unions in their various sectors determines their strength, it
will also determine their force of pressure on employers of labour.

2.1.8 Types of Collective Agreement

Collective agreement may be categorised into two namely: procedural collective

agreement and substantive collective agreement.

37
a. Procedural collective agreement:

Procedural collective agreement states mode and procedure of performing some actions,
it is written and it outlines the steps to be taken on a given issue. It may be seen as code
of conduct for membership and administration in order to prevent arbitrary use of
power. It deals with issues like procedure of settling dispute between parties,
representation arrangement, rules and regulation of membership, discipline and
suspension etc.

b. Substantive Collective Agreement

Substantive collective agreement on the other hand basically deals with terms of
employment of an employee like wages and salaries, allowances, pension arrangement,
termination of employment, leave etc.

2.1.9 Enforceability of Collective Agreement

At common law, collective agreement is seen as gentlemen’s agreement and therefore

not legally enforceable. It is a simple agreement which lacks the parties’ intention to
create a legal relation, a very important element of a valid contract and offends the
principle of privities of contract as it is usually between organization or association of
employers and trade unions, so the individual employee is no privy to it. This is the
major reason for many industrial actions as one of the parties especially the employer,
may refuse to honour it. Courts are also weary of enforcing collective agreements except
where they are expressly incorporated in individual contracts of service. Such is the
court’s position in Union Bank of Nigeria v Edet28 where it was held that employees
cannot litigate over an alleged breach of terms of collective agreement which has not
been adopted by parties as forming part of terms of employment. One may need to ask
why parties enter into collective agreement when it is ordinarily unenforceable? The
answer is not far-fetched, it is because being gentlemen’s agreement, some parties still
protect their integrity by honouring their words. Prior to the amendment of the
Constitution of the Federal Republic of Nigeria, 1999; collective agreement is treated as
binding and enforceable though not automatic.

38
This is just a step away from the common law position as parties who intend to enforce
it still have to take any of the following steps:

a. By leaving at least three copies of the collective agreement with the Minister of
Labour and Employment who has the discretion to specify the particular part of
the agreement that will be binding on the parties to the agreement. This step is
relevant when there is a trade dispute, the Minister’s intervention is based on the
terms of the agreement.
b. By seeking the intervention of the court for the interpretation or enforcement of
the relevant terms of collective agreement. The court here is the National
Industrial Court having the exclusive jurisdiction to determine or interpret any
question relating to collective agreement, terms of settlement of trade dispute,
constitution of trade unions/associations and other civil causes or matters relating
to or connected with: any national minimum wage dispute, a registered collective
bargaining agreement, or any labor, employment, trade union, or industrial
relations issue involving a workplace or working conditions.Upon the said
interpretation, the collective agreement becomes binding.

c. By acting or relying on the terms of the collective agreement either expressly or

by conduct. The court in Cooperative and Commerce Bank (Nigeria) Ltd v
Okonkwo31 held that the collective agreement relied upon by the employer in
dismissing the employee is also enforceable by the employee in instituting the
action. Where it is evident that the parties have activated the benefits of a
collective agreement, even if it is by conduct, the court will infer the intention to
create a legal relation from such attitude and hold the agreement, being a contract
as binding on them.
d. By proving that the terms of the collective agreement forms part of the custom
and usage in that trade. Where this is evident before the court, it will be held as
binding on the parties by reliance on principal-agency rule. Here the union will
be regarded as acting in the capacity of an agent to the members.

39
In the recent times, particularly upon the coming into force of the Third Alteration Act,
2010, the National Industrial Court has been proactive in enforcing the provisions of
collective agreement; this is because the court is a very special one. Third Alteration
Act, 2010 which activated the jurisdiction of the NIC not only to interpret collective
agreements as stipulated by Trade Dispute Act33 but also to apply it. Section 254C (1)
(j)(i)34 states that the NIC shall have and exercise jurisdiction to the exclusion of other
courts in civil causes and matters relating to the determination of any question as to the
‘interpretation and application of any’ collective agreement. This means that parties no
longer have to incorporate the terms of collective agreement in contracts of
employments before it can be enforceable. This is a giant stride from the common law
position and the NIC have been applying the law. All a claimant who wishes to enforce
a collective agreement has to do is to show a sufficient nexus between him and the said
collective agreement i.e., to proof his membership of the said trade union

2.1.10 Grievance

Bohlander and White (20012) defines grievance as a clear statement by an employee of

a work related problem, concern or complaint, including those involving: - The
interpretation and application of people management policies including allocation of
work, job design, performance management; - A workplace communication or
interpersonal conflict; - An occupational health and safety issue; - An allegation of
discrimination; or - A question, dispute or difficulty concerning the interpretation,
application, or operation of an award/enterprise agreement or other agreement. Holley
and Jennings (1988 in Ajayi,2018) defined grievance as dissatisfaction regarding an
official act or omission by the employer that adversely affects an employee in the
employment relationship, excluding unfair dismissal. Both definitions are wide and give
employees the right to process virtually all objections, complaints, controversies,
disputes and misunderstanding in the workplace (Bohlander, & White, 2008 in Ajayi,
2018).

In contrast the other definition refers to grievance as an employee concern over a

perceived violation of the labour agreement that is submitted to the grievance procedure
for eventual resolution (Holley & Jennings, 2008; Bohlander & White, 2008). This
definition clearly prevents employees from presenting grievances on broader job related

40
or personal concerns, and from presenting objections or imagined complaints.
Employee work-related concerns and grievances which are not promptly and effectively
resolved result in: - Lost productivity and lower quality work, products and customer
services; -Distraction from corporate goals and loss of confidence and communication
between employees, managers and supervisors; - Low morale and job satisfaction which
can lead to industrial problems, increased absenteeism and increased staff turnover; and
- Loss of reputation to the employee and loss of working time of everyone involved.

Aggrieved people are not provided with the kind of leadership that matches their needs,
they are under or over supervised. Whereas over- supervised employees can get very
stressed at the work place the under supervised ones may not be optimally utilized.
There are also numerous other potential causes: lack of feedback, lack of recognition,
lack of clear performances expectation, unfair standards, being shouted at or blamed,
reneging on commitments, being overworked or stressed out (Randolph & Blanchard,
2007). There are three types of grievances, individual, groups and policy, according to
Canada Employment and Immigration Union and the Western University Grievance
Procedure (2010). They differ in their intent and in their processes.

I .Individual Grievance: This is a complaint brought forward by a single employee in

which a decision made affects that specific employee. Such cases can deal with
issues related to the collective agreement, discipline and human rights, as well as
other matters affecting the employee concerned. For example, an employee who has
been overlooked for promotion within an organisation may complain about this fact.
The employee may feel that he/she has performed adequately and he is the most
senior in the directorate, as per the rules. The onus will be on his immediate
supervisor to present the facts.

II. Group Grievance: This is a complaint brought forward by more than one employee
grieving in the same alleged violation with the same facts. Therefore, a group
grievance involves the “effect of management action on two or more employees
under same collective agreement or regulation. Grievances of this type are used in
situations where a group of employees in the same department or agency face the
same problem. The problem must relate to the interpretation or application of the
collective agreement.

41
III. Policy Grievance: This is a dispute of general application or interpretation of any
section or paragraph of the collective agreement or rule rather than the direct
management action involving a particular employee. These types of grievances are
normally, initiated at the final step of the procedure

2.1.11 National Joint Public Service Negotiating Council (NJPSNC)

It should be noted that the preference of State for wage commissions was inherited from
the colonial administrators. Collective bargaining in the public sector is carried out at
three complementary levels through the machinery known as National Public Service
Negotiating Councils (NPSNC). The National Public Service Negotiating Councils is
subdivided into three Councils.

Council I: used by the management (official) side, which is represented by the federal
and state governments' Establishments Departments. The Association of Senior Civil
Servants of Nigeria (ASCSN), whose members are drawn from grade levels 07 and
above in the Federal and State Civil Services, is the organization representing employees
(staff). The senior staff association in the private sector is comparable to the ASCSN.

Council II: Used by the management (official) side, this is made up as in council I
above. On the staff side, two unions:

 Nigerian Civil Service Union (NCSU) and

 Nigerian Union of Public Civil Service, Stenographic Reporters, and Allied
Workers (NUPSSRAW). The employees covered by this council are typically
from grade levels 01–06 and belong to the clerical, secretarial, executive, and
non-industrial cadres.
Council III: Used by the management side as in councils 1&2 above. On the staff side
are five unions namely:
 TheAmalgamated Union of Civil Service Technical and Recreational Employees
(AUPCTRE)
 Printing and Printing, Publishing and Paper Product Workers Union
(NPPPPPOW)
 National Association of Nigerian Nurses and Midwives (NANNM)

42
  Medical and Health Workers Union of Nigeria (MHWUN)
 Nigeria Union Agricultural and Allied Employee (NUAAE)

It should be noted that bargaining issues (scope of bargaining) in the public sector are
spelt out in the constitution of the NJPSNC. This constitution approximates the
procedural agreement in the private sector and it is applicable to practically all
employers in the public sector. It should be noted that the above applies to the pure Civil
Service. Parastatals including Power-Holding Co. of Nigeria Plc (formerly NEPA),
Universities, NRC, Nigerian Ports Authority, etc., as well as NITEL, to name a few, are
covered by the National Joint Industrial Council (NJIC). Due to these issues, collective
bargaining in the public sector is challenging in practice. One of these challenges relates
to the subject of negotiating. Many of the substantive concerns that fall under the
purview of the NJPSNC are established either by legislative or executive actions, or by
political commissions that the government, which serves as the employer of labor,
periodically establishes. Additionally, civil service regulations have historically
governed promotions, discipline, transfers, and other issues. Due to the fact that both
types of work regulation involve management positions, they are quite different from
collective bargaining.This exemplifies the special nature of collective bargaining in
government employment. As a result of the crucial role and sway of other governmental
organizations, NJPSNC's impact in Nigeria is essentially irrelevant.

The value of collective bargaining in the public sector has been weakened by these
changes. The public sector's structure of bargaining, in which the same management
bargains with each level of union, was challenged by Damachi and Fashoyin (2011).
They pointed out that the creation of two central negotiating committees for junior
public service employees is at odds with the management structure, with the exception
of cases where discussions or consultations take place at the departmental or ministerial
level. They contend that one council would appear to be sufficient for all the junior
workers because the industrial union structure serves as the foundation for worker
organization. Consider the negotiating process unmanageable if there are at least 20
persons from each side participating in representations during talks (Damachi and
Fashoyin 2011).

43
The second observation made by these authors, which is humorous but instructive, is
that the official or management side is represented by the staff side in the civil service
when dealing with members of councils II and III by senior civil servants in council I.
Any concessions made by the official side to the unions in councils II and III will also
be extended to the official side members in council I, as the triangle-shaped relationship
appears to have allowed for. Overall, it can be said that both parties are pursuing the
same goal.It is also clear that the challenge posed by conflicts of interest in civil service
labor relations may be what prevents the public employer from effectively using
collective bargaining to change working conditions in the public sector. When Adeogun
(2011) claims that the government, as the largest employer of labor, built up machinery
for determining workers' preferences in connection to their compensation, it seems to
support the aforementioned arguments.

Unfortunately, the former Whitley councils—now called National Negotiating Councils

—have hardly ever been used for wage rise or reviews commission negotiations, which
definitely have put strains and tensions on collective bargaining in the public sector.
According to Banjoko (2006), the government has taken on a role in labor relations that
both businesses and employees should play. Even though government established
councils as a state authority to negotiate pay raises and other employment terms in the
public sector, recent events have revealed that government has assumed control of
Nigeria's system of wage fixing.Government instituted wage tribunals as a mechanism
of determining and assessing pay rather than letting collective bargaining prevail. As a
result, collective bargaining in Nigeria has been marginalized (Imafidon, 2006).

According to Kester (2006), because Nigeria lacks a clear and effective pay
determination policy, attempts to change salaries have been met with a wave of
industrial unrest and tensions. Over time, wage-related concerns have dominated
industrial disputes and work stoppage in the Nigerian economy. In an interview with
Ejiofor, S.O.Z. General Secretary of Amalgamated Union of Public Corporations, Civil
Service Technical and Recreational Services Employees (AUPCTRE), he claims that
Council III primarily addresses the needs of industrial workers in the civil service,
specifically Technical, Technological and related cadres, or blue collar workers.White
collar civil service employees—those whose employment terms are governed by the

44
Civil Service Commission and the Office of the Head of Service of the Federation—are
the main focus of Councils I and II. He therefore believed that the Council's name was
misleading because Parastatals do not fall under its purview.

According to Yesufu (2010), the colonial government's creation of the Department of

Labour in 1942 gave the labor officers the idea to approach private companies about
creating standing committees for joint consultations and collective bargaining.
Additionally, it was noted in the Department of Labour's 1948 Annual Report that these
committees already existed in private enterprises. As acknowledged by Imoisili (2010),
the 1978 industrial-based trade union restructuring and establishment of the National
Employers Consultative Association (NECA) as an employer-specific trade union
helped the movement adapt to the new unionism structures.The NECA, in contrast to the
workers' NLC and TUC, is not a trade union; however, members of connected industry
employers organizations, which are trade unions, make up its governing council. While
NECA acts as an advising body for all its affiliated employers on matters relating to
industrial relations with the government, NLC, and ILO, the industrial employers
associations are in charge of collective bargaining with their industrial union of workers
(junior and senior staff). Industry-wide bargaining has gained popularity after house
unions were abolished and industrial unions were established as the representative of all
affiliated businesses.Now, a number of employers bargain together rather than just one.
It is also useful to note that while not all businesses are able to satisfy employee
expectations, small business management is now able to do so thanks to the
development of multi-employer bargaining.

2.1.12 Industrial Harmony

Achieving a social environment free of prejudice and complaints based on groups' or
individuals' interests is a very difficult and challenging endeavor since organizations
provide a platform for groups of people with varied socio-cultural origins and traits
(Okon, 2008). Industrial harmony therefore upholds the principles that there is an
understanding between employers and employees that permits the system to achieve set
goals through a medium or avenue agreeable to parties in terms of conflicts or crises.
Industrial harmony is never the absence of disagreement or freedom from it (Izidor,
2015).A harmonious workplace, according to Osabuohien&Ogunrinola (2007), is one

45
that ensures that both employees' and employers' expectations are met through a path of
compromise, which is crucial for the improvement of organizational productivity profile
and growth. Nigeria's industrial relations crisis has recently grown to unimaginable
proportions. Numerous hardships have resulted from the ongoing problems that have
clearly affected both public and private spheres of life, including a fall in economic
development and growth, widespread poverty, layoffs of employees, etc (Agba, Ushie&
Agba, 2009).

Conflictual relationships have been the norm in Nigeria's industrial relations circles,
which has contributed to this (Albert & Yahaya, 2013). This is demonstrated by the
disruptive effects, large work halts, and man-hour losses. Iheriohanma (2007) claims
that the nation's industrial environment has been plagued by industrial conflicts. From
the perspective of the absence of harmonious working relationships among actors at the
workplace, Osabuohien&Ogunrinola (2007) regard it as creating circumstances that are
detrimental to the success and productivity of the company. He cites, among other
things, the issues of work unhappiness that reportedly led to absenteeism, strikes, high
turnover, work-to-rules, and low productivity.How to restore workers' satisfaction,
devotion to duty, increasing productivity, and harmonious working relationships within
the organization, especially in the event of an accelerating industrial crisis without
resorting to jeopardizing industrial peace, are the challenges that the employer faces in
situations like those described above and more (Okon, 2008). Without further ado, it has
been established that conflicts of interest have always existed in human society, and it is
inherently impossible to entirely eradicate them in the workplace when individuals with
diagonally opposed goals engage in goal-achieving activities.According to Badom,
Anele, and Badey (2018), the majority of management and governmental policies are at
odds with employees' interests and frequently lead to industrial action. Additionally,
employers have developed several strategies to reduce either the overt or covert aspects
of the adversarial relationship that exists between them and their workforce that is based
on real or imagined dishonesty in handling issues that affect everyone. These methods,
however, have not proven successful in slowing down the rate of industrial unrest in the
setting of Nigeria's labor market. Notably, the dominant conditions must be those of
give and take, "master subordinates" and not "master-servants" culture for a sound and
free industrial culture to operate where employer and workers can engage themselves

46
openly to discuss concerns.Workers must be treated as co-owners and as cogs in the
wheel of growth and profit, and they must receive all benefits that come with that. From
conflict at work has been since the beginning of time and is still essential to maintaining
relationships, parties should have confidence that any disputes can be resolved in a way
that benefits everyone. As a result, a harmonious workplace environment is both
required and possible.

An arrangement on working relationships between employers and employees that is

cordial and cooperative and serves both parties' interests is referred to as "industrial
harmony" (Otobo, 2005; Osad& Osas, 2013). Industrial harmony, according to
Puttapalli and Vuram (2012), is focused on the interaction between management and
workers over the terms and circumstances of employment and the workplace.In effect, it
is a situation where employees and management cooperate willingly in pursuit of the
organisation’s aims and objectives. Industrial harmony requires that:

1. All management personnel understand their responsibilities and what is required of

them, and have the training and authority necessary to discharge such duties and
responsibilities efficiently;
2. Duties and responsibilities for each group of employees are stated with clarity and
simplicity in the organizational /institutional structure;
3. Individual employees or work-groups know their objectives and are regularly kept
informed of progress made towards achieving them;
4. There is an effective link in the interchange of information and views between
senior management and members of the work group;
5. Supervisors are informed about innovation and changes before they happen so they
can inform the team of management's goals and intents;
6. Employers cooperate with trade unions in establishing effective procedures for the
negotiation of terms and conditions of employment and for the settlement of
disputes;
7. Employers promote the development of efficient grievance and conflict resolution
processes among affiliated institutions and organizations at the level of the
establishment or undertaking;

47
 8. Employers make every effort to ensure that the organization or institution abides
by agreements and accepted practices;
9. The organization/institution maintains a communication system that secures the
exchange of information and viewpoints among the organization/various
institution's levels and guarantees that employees are routinely and systematically
kept informed, factually and objectively, of changes and progress in the system.
10. Industrial harmony thus covers the area of responsibilities, employment policy,
collective bargaining, communication and consultation (Odia &Omofonmwan,
2007). Industrial harmony raises labor productivity, which improves public service
performance, leads to economic growth, raises living standards, and improves
quality of life. It fosters a tranquil workplace that is supportive of understanding,
communication, and other alternatives (besides strikes) for resolving labor or
industrial problems in Nigeria (such as negotiation, mediation, arbitration,
conciliation and litigation or court adjudication). This creates a high level of
employee satisfaction. Industrial agreement in its optimal structure, presupposes an
industry in a state of relative balance where relationship amongst people as well as
gatherings are heartfelt and profitable.

2.1.13 Measures of Industrial Harmony

Absence of Incidence of Strike.

To the industrial striker, strike speaks to the activity of his major right to pull back his
administrations. Circumstances which seem to negate his own desire and yearning or
which debilitates the satisfaction of the requirements of the individual are being enrolled
during the time spent striking (Nwokocha, 2014). All the more vitally, it is these
individual rights that are outfit by the exchange union to set out on strike activity. The
union quality in an industry, in this manner generally lay on the force of the strike. The
strike is an extremely strong apparatus and can be intense if the workers on strike speak
to key work or if the creation lost brought about by the business amid the strike is
exceptionally huge. The strike likewise makes the administration to unite genuinely in
future transaction; in that capacity, effective strikes improve the dealing position of the
union for next arrangement.

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The strike if effective, enhances the financial prosperity of the individuals from
exchange union as they can pay increments as a consequence of strike activity. Striking
workers additionally stand the danger of losing considerable wage amid the time of the
strike. This on account of the Nigerian business may frequently summon the no-work-
no-pay law. The Nigerian Government has reliably constrained the privilege to assault in
the oil business. A portion of the applicable enactment could be located in the Trade
disagreement Acts of 1969, 1976, and 1996. The Trade Unions (Amendment) Decree of
1996 made trade union registration contingent on a "no strike" proviso all through the
lifetime of an aggregate understanding. Without a doubt, it unmistakably expressed that
businesses were not allowed trade union levy to the trade union concerned, unless union
individuals consented to this 'no strike' statement.

Absence of Grievance. Frequency Grievance manifests in employment relations when

employees or union perceive ill- treatment or violation of terms of contract agreement
by employers (Bemmels&Foley, 1996). Grievance relates to a feeling that infringement
has occurred in contract relationship. In such instance, three options are available for
employees. These include: the worker may choose not to report grievance officially, in
which case, he wallows in his pains and frustration; or quit the job; or courageously
report his grievance officially following an official laid down procedure in defiance of
any consequence (Petterson& Lewin, 2000). Hirschman (1970) postulated exit, voice
and loyalty‟ theory. The crux of this theory is that the tendency for an employee who
officially reported grievance to get positive response or management retaliation in terms
of job relieve is predicated on his loyalty or importance and the criticality of his job to
the organization. What this means is that an employee who feels his job is not critical to
his employer may be constrained from initiating grievance filing even when unfair
treatment is present.

In a unionized workplace, grievance procedure serves as official platform for aggrieved

employees to report perceived unfair treatment and seek redress. The procedure outlines
steps and stages which should be followed in order to effectively manage conflicts
(Colvin 2003; Lewin, 2005). Similarly, Colvin (2003) believes that collective bargaining
is a process through which disputes are managed and employees receive fair response in
a unionized setting. However, Bingham (2004) maintains that alternative dispute

49
resolution (ADR) which covers open-door systems, early mutual investigation, review
panels are some useful paths to managing disputes in a non- unionized situation.

2.1.14 Relevance of Collective Bargaining in Enhancing Industrial Harmony in

Workplaces in Nigeria

In Nigeria, the practice of proactive collective bargaining to promote industrial harmony

has not been successful, leading to a situation of intense discord, instability, and
enduring industrial conflicts. A lack of comprehension of the fundamentals of
negotiation has led to the majority of these issues (Fagade, 2013). According to Makinde
(2013), the majority of organizations in Nigeria have gone through a number of crises as
a result of a lack of awareness of the fundamentals of collective bargaining, particularly
the communication of results. Chidi (2014) emphasizes the fact that alternative
communication takes the shape of rumors, gossip, and falsehoods when the relevant
organ fails to supply the necessary information. These, in turn, have the potential to
cause social conflict and misinterpretations of social ties within the Organizations. Also,

Conflicts between groups may be a sign of insufficiently effective communication and

constructive engagement, according to Odiagbe (2012). On the other hand, when done
well, communication improves the early identification of internal tension, acts as a
conflict-prevention tool, and boosts worker productivity. Therefore, it is crucial that
employers understand the potential for sharing the results of agreements reached through
bargaining in order to enhance workplace harmony and employee success in our
organizations. According to Laden (2012), preserving harmonious relationships in
organizations calls for fostering an atmosphere of friendliness and collaboration between
bosses and employees.A win-win situation, as described by some organizational experts,
is further promoted by this type of work environment. Puttapalli and Vuram (2012)
claim that when management and staff relationships are based on respect for the terms
and conditions of employment as well as the overall wellness of the workplace,
organizational harmony develops.

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2.1.15 Public Service
Public service according to the 1999 Constitution of the Federal Republic of Nigeria,
Section 272 is defined as “service of the Federation or a state in any capacity including
service as staff of the National Assembly or a State Assembly, member or staff of
judiciary or of any commission or authority established by the Nigerian Constitution
1979 or by the National or a State Assembly, staff of a statutory corporation or
educational institutions established or financed principally by the government of the
federation or a state, staff of a company or enterprise in which government or its agency
owns a controlling share or interest, members or officers of the Armed Forces of the
Federation or the Nigerian Police Force, customs, immigration staff and staff of a local
government.

Simply put, public service refers to the arm of government whose primary responsibility
is the implementation of government policies and programmes in accordance with the
established rules and procedures. It includes not just the civil service but also political
appointees, Ministers, Commissioners, judicial officers, local government employees, as
well as the Police Force, employees of public corporations, parastatals, banks and armed
forces. The general term that embraces the officials of the civil service and other
government departments and units is public servants. In this sense, civil service is a part
of public service as a result public service is wide in scope than the civil service
(Onyenwigwe, 2008).

2.1.16 Conflict

Conflict has many definitions. “Conflict according to Thomas (1977), involves direct
confrontations between groups or individuals, usually arising in situations where each
side perceives that the other is about to frustrate or has already frustrated its major
interests”. There are three fundamentals implications in the above definition as outlined
below:

e. Opposing interests between and among persons and groups

f. Recognition of such opposition; and
g. The belief by each side that the other is out to destroy its interests.

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Rahim (1990), defines conflict as “the opposition arising from disagreements due to
incompatible objectives, thoughts or emotions within or among individuals, teams,
departments or organization”. This definition exposes three bases of conflict in the
Nigeria public service:

i. Goal conflict: A situation in which desired objectives and preferred outcomes

appear to be incompatible among individuals.
ii. Cognitive conflict: A situation in which ideas or thoughts are perceived as
incompatible
iii. Affective conflict: A situation in which feelings or emotions are incompatible,
that is, people become angry with one another.

Another interesting definition of conflict is that given by: Robert and Angelo (2002).
According to them conflict is “a process in which one party perceives that its interests
are being opposed or negatively affected by another party”. The word perceives in this
definition reminds us that sources of conflict and issues can be real or imagined. The
resulting conflict is the same. In this sense, conflict can escalate (strengthen) or
deescalate (weaken) overtime. The conflict-process unfolds in a context, and whether
conflict, escalated or not, the disputants or third parties can attempt to manage it in some
manner (Wall and Callister 1995). Consequently, employees and employers in Nigeria
Public Service need to understand the dynamics of conflict and know how to handle it
(both as disputants and as third parties). African Journal of Politics and Administrative
Studies,

52
2.1.17 Conceptual framework

Dependable Variable Independent Variable

COLLECTIVE BARGAINING INDUSTRIAL HARMONY

WORKERS GRIEVANCE LEVEL OF PERFORMANCE

WORKERS PARTICIPATION
PROCEDURAL AGREEMENT
IN NEGOTIATION

COLLECTIVE AGREEMENT IMPROVED WORKING

CONDITION

JOINT PUBLIC SERVICE

NEGOTIATING COUNCIL MINIMIZED CONFLICT

Source: Adapted from Collective Bargaining and Industrial Harmony in the State Public
Service of the South East, Nigeria.

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2.2 Theoretical Framework

Unitarist Theory

In the 1830s and 1840s, J. Dumas, A. Laurent, and, in particular, C. Gerhardt developed
the unitary theory, which he presented in his book Introduction to the Study of
Chemistry According to the Unitary System (1848; Russian translation, 1859). A
viewpoint known as unitarianism emphasizes the shared interests of all organization's
employees. In other words, it holds that both management and the labor are committed
to the success of the business. According to unitarism, the entire company is seen as one
huge family with everyone working toward the same objectives.What is unitarist
ideology? According to Fox (1974), the unitarist frame of reference is 'an ideology
which presents a “true” picture of the work situation as characterised by harmony and
trust. Thus comes to be promulgated a view of the organization as a unitary structure'.

The unitarist theory is a basis of the relationship between management and trade unions
in particular or employees in general as stated/originated from (Fox’s, 1966). According
to Armstrong (2006) the unitary view is typically held by management who saw their
function as that of directing and controlling the workforce to achieve economic and
growth objectives. In order to achieve this, management felt that it should be the one to
set rules. The enterprise was often seen by management as a single, cohesive system,
with itself serving as both the authority source and the object of loyalty. It lauded the
value of collaboration, wherein everyone works together toward a common goal, pulls
their fair share of the load, and cheerfully accepts their place and role under the
management of the designated manager or supervisor.An organization is viewed as a
cohesive, sociable, and cooperative whole by unitarists. They feel that employee loyalty
to a corporation would be harmed by loyalty to such an organization (disrupting the
bond between employer and employees).

The Unitary Model is without doubt the least sympathetic to the presence of trade
unions or collective bargaining in the workplace, which are regarded as interference in
the efficient performance of the managerial functions and unnecessary for the protection
of employee interests (Farnham, 2000). It embodies a central concern of HRM, that an

54
organization's people, whether managers or lower-level employees, should share the
same objectives and work together harmoniously. From this Industrial Harmony
Collective Bargaining Agreements Absence of unrest reduced level of grievance
International Academic Journal of Management and Marketing perspective, conflicting
objectives are seen as negative and dysfunctional. Consequently, trade unions activities
are deemed as unnecessary since the loyalty is between the industry. According to
Salamon (2000), the unitary approach presupposes that the organization is or ought to be
a cohesive group of individuals with a single authority/loyalty structure and a set of
shared values, interests, and purposes. Management prerogative is regarded as
legitimate, natural and accepted and any opposition to it formal or informal, internal or
external is seen as irrational.

Trade unions are therefore seen as unneeded, and dispute is seen as pathological and
disruptive. The unitary approach sees the organization as pointing towards a single or
unified authority and allegiance structure, in accordance with Cooper et al. (2011). The
unitary approach emphasizes shared values, interests, and aims. This viewpoint
indirectly emphasizes shared values, shared goals, and a common destiny by treating all
organizational members as members of a team or family. In essence, unitarism denotes a
lack of factionalism inside the organization (Fajana, 2000).

Pluralist Theory
According to the pluralist approach, which Fox (1966) is credited with developing, trade
union operations can effectively represent those interests by policing both management
and market relations. This strategy emphasizes the inevitable and fundamental
competition between employers and workers rather than the shared long-term goal of
employers and employees for the survival of the organization, which is supported by the
unitary strategy. Workers are more worried about their income and standards of living
than companies are about their profit and investments. The typical conflict between
employers and employees is brought on by these various types of interests.It highlights
the role of management and labor unions as representatives and reaffirms the importance
(and validity) of collective bargaining. Organizations within the management and within
the unions are acknowledged as valid by pluralists. They think that rather than exerting

55
control or making demands, management's main job is to organize, communicate, and
convince (Kessler and Purcell 2003).
In pluralism, the organization is perceived as being made up of powerful and divergent
sub- groups, each with its own legitimate loyalties and with their own set of objectives
and leaders. In particular, the two predominant sub-groups in the pluralist perspective
are the management and trade unions. Consequently, the role of management would lean
less towards enforcing and controlling and more toward persuasion and co-ordination.
Trade unions are deemed as legitimate representatives of employees, conflict is dealt by
collective bargaining and is viewed not necessarily as a bad thing and, if managed, could
in fact be channeled towards evolution and positive change (Giles 1989).

The employers want to maximize profit at the expenses of the employee and employee
want to enjoy social benefits inform of increased in wages and conducive environment.
Therefore, conflict is inevitable and the need for trade union to protect the interest of
both parties. Also, there is dual authority/loyalty in this approach. Therefore,
International Academic Journal of Management and Marketing employees are loyal to
the management as well as their labour leaders (Gennard & Judge, 2002).

This perspective views society as being post capitalist. That is a relatively widespread
distribution of authority and power within the society, a separation of ownership from
management and a separation, acceptance and institutionalization of a political and
industrial conflict (Salamon, 2000) noted that this perspective assumes that the
organization is composed of individuals who organize themselves into a variety of
district sectional groups, each with its own interests, objectives and leadership. The
organization is thus multi-structural and competitive in terms of leaderships, authority
and loyalty within the groups consequently there is a complex of tension and competing
claims, which is managed in the interest of maintaining a viable collaborative structure.
Conflicts that often result represent total range of behaviours and attitudes that express
opposition and divergent orientation. In a nutshell, there is recognition of divergent
interests, trade unions and conflict is functional (Oginni&Faseyiku, 2012).

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2.3 Empirical Review

2.3.1 Effect of grievance’ on workers performance

Ibietan (2013) examined Collective Bargaining and Conflict Resolution in Nigeria

Public Sector, findings revealed that Collective Bargaining machinery has functioned
more effectively in the private sector that public sector.

Bello and Kinge (2014) researched on Collective Bargaining as a strategy for Industrial
Conflict Management in Taraba State Public Service (2007-2011) the study used chi-
square method of analysis and it revealed that, collectivebargaining plays active role in
the management of the public service Industrial Conflict in Taraba State.According to
the report, collective bargaining actively contributes to the resolution of industrial
disputes in Taraba State and was instrumental in putting a stop to statewide strikes in
2009 and 2011. The study advised the Taraba state chapter of the Nigerian Labor
Congress to constantly be ready and strive to mobilize, sensitize, or educate its members
on issues affecting the unions as well as to use such medium to counter most of the
government propaganda in order to improve their role in collective bargaining and both
the state government.

Dupe(2014) in his study investigated the impact of conflict management on employees'

performance in a public sector organisation, a case of Power Holding Company of
Nigeria (PHCN). The survey research design was used for the investigation. The study's
100 respondents in total were chosen using the stratified sampling technique. The
primary method of data collection was questionnaire. Descriptive statistics were used to
analyze the data that were gathered. Through regression analysis and correlation
coefficient, hypothese were tested. The research results showed that good conflict
management improves employee performance inside an organization, and that an
organization's conflict management system affects employee performance within the
organization. In order to create a conducive work environment for the employees, it was
advised that the organization start training and retraining its employees in the area of
conflict management. It was also advised that there should be efficient and effective
communication between and among all categories of employees in the organization.

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Eme(2014) did a work on The Role of National Assembly in Conflict Resolution: A
Case of Antisubsidy Strikes of 2012. Using regression analysis of the SPSS they found
out that Government appears adamant in the quest to remove fuel subsidy and
recommended that the Legislature should be more committed in intervening in national
strikes in Nigeria.

Kabuoh, Semako and Abiola (2014) examined the impact of Industrial Conflict on
Economic Development in Nigeria: A study of Nigeria students and Trade Union in
Ogun State. Using regression analysis of the SPSS they found out that there is strong
connection between Industrial Conflict and economic development.

Doelgast and Benessi (2014) studied Collective Bargaining. The study employed the
survey research design, judgment sampling and simple random sampling and the Chi-
square was sued to test the hypothesis. The study revealed that, strong Unions, high
bargaining coverage, and organized or “Coordinated” bargaining Institutions are often
resources for employers and their associations rather than simple obstacle to
implementing efficient or rational strategic choices. The study recommended that actors
of Collective Bargaining should develop new policies and strategies aimed at re-building
bargaining power in production network in organizations.

Onwe (2014) did a work on strategic management of industrial conflicts in Nigeria oil
and gas industry: some Dynamic perspectives. The study found that the development of
trade unions in 1912 marked the beginning of industrial strife. This was disclosed using
the descriptive and analytical approach of data analysis. The research suggested that
every organization include union officials in collective bargaining.

In a study by Nwinyokpugi (2014) on workplace democracy and industrial harmony in

Nigeria, and Using both qualitative and quantitative methods for data collecting and
analysis, it was shown that tall, hierarchical organizations are highly prevalent, which
causes a distance between labor and management and makes it appear as though there is
no mutual co-operation. Among the mutual conditions he suggested, voting, due
process, and collective bargaining are palliative measures that might lessen the apparent
tension in relations between labor and management, which frequently leads to strikes as
the extremes.

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 Adebisi (2014) investigated democratic governance and the future of Collective
bargaining in Nigeria. He adopted the simple random sampling technique and
percentage for data analysis. The investigating revealed that the efficacy of Collective
bargaining as an instrument of dispute resolution in the future will depend on the
success of the democratic experiment in Nigeria. He recommended that the government
of Nigeria should go beyond creating conducive atmosphere for industrial relations it
must empower the economically weak masses through a service and policy of poverty
alleviation.

Anyim, Olusanya and Ekwoluba (2014) carried out a research on Collective bargaining
in the Nigeria chemical rubber and non-metallic products industry using tables and
simple percentage analysis the study showed that minimum wage in the Chemical
rubber and non-metallic products industry is higher than the national minimum wage,
Hence the recommendation that constant interface between the unions in the Industry
and their management to be maintained for increase in productivity.

Ebhoman (2015) studied Critical Examination of Collective Bargaining and its role in
labour relations in Nigeria. The study revealed that government have interfered with the
activities of the Industrial courts and Arbitrative panels.

Paschal (2015) carried out a research work on Analysis of Conflict Management and
Resolution in Nigerian Public Service. The study's goals are to determine the root
causes of conflict in the Nigerian public sector and to assess the most effective ways to
lessen or prevent it. Secondary sources were used to gather the data, and its analysis
combined historical and descriptive techniques. The paper found that there are conflict
issues caused by the specific behaviours of those identified as problem people such as
non-conformists, passive and unresponsive people. Such public servants think
independently, solve problem creatively, and often cause problem in the process.
Among others, the study recommends that in the event of any conflict, effort should be
made to settle it by compromise, collaboration, negotiation or integration.

Osabiya (2015) studied Conflict Management and Resolution in Nigeria Public Sector.
The study focused on the factors that informed an organization’s decision to seek and
alternative means of handling conflict to traditional discipline and grievance procedures;

59
and also looked at the barriers and facilitators to integrating mediation into workplace
practice and culture. To ascertain the cause of conflict and its resolution in the Nigerian
Public Service, two hypotheses were developed. Descriptive statistics are used in the
study to examine the information gathered from a sample of 170 Nigerian Public Service
workers. The replies that were gathered from the respondents were examined using
percentages and frequencies. According to the results of an experimental study on
conflict management and resolution in the public sector, disputes can be settled through
agreements between employees and management. According to the recommendations,
workers in the Nigerian Public Service should participate more in decision-making to
lower the rate of conflict.

In a study by Ekwoaba, Ideh and Ojikutu (2015) on Collective Bargaining: An

evaluation of conflict Management Strategies in the University of Lagos, Nigeria using
the statistical package for Social Science (SPSS) they found out that effective Collective
Bargaining positively affects productivity.

Uzoh (2015) used the content analysis method to conduct a study on restricted collective
bargaining and wage-related labor unrest in the public sector, focusing on the Nigerian
case. The study's findings revealed that collective bargaining is the best process for
determining workers' wages and other working conditions because it takes into account
workers' and employees' interests based on the employment contract. The report
proposed that collective bargaining be institutionalized and used often in Nigeria's
public sector for setting wages and other working conditions.

Nwadiaro,(2015) did a work on collection Bargaining and Conflict Resolution:- The

Federal Government and the Nigeria labour Congress Impass using content analysis to
study found out the nature of the State affects collective Bargaining.

Longe (2015) investigated Efficacy of Collective Bargaining as a pathway to Conflict

Management in Nigeria’s Public Sector Organization. The study adopted descriptive
research design. The study found that there are considerable differences between how
labor and management view collective bargaining as a conflict-resolution tool in public
sector organizations.

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Montoya (2015) examined collective bargaining meaning and functioning. Using the
content analysis the study revaled that collective bargaining is key in ensuring Industrial
harmony in any organization. The study recommended that employer and employees
should respect the collective bargaining agreement.

2.3.2 Adoption of Procedural Agreement in Negotiation and Workers Participation

in Negotiation

Villanveva (2015) undertook a study on Employment and Wage effect of extending

collective bargaining agreement using the explanatory and descriptive methods of
analysis, the study revealed extending collective bargaining contract has large cost in
terms of employment destructions. The study recommended for the adoption of the open
system of collective bargaining rather than the contract type.

Mojaye and Dedekuma (2015) undertook a research on influence of communication on

industrial harmony in the Civil Service of Delta State. The study focused on the Delta
State Civil Service and attempted to find out the role that effective communication had
played in ensuring industrial peace since the advent of the state. Questionnaires was
distributed to 325 Civil Servants out of which 299 were useful. The study showed that
while effective communication may not necessarily lead to good industrial relations but
it may engender industrial peace.

Nwokocha (2015) researched on employers and the enhancement of industrial harmony

in private sector organizations in Nigeria. The research examined the role of employers
in enhancing industrial harmony in organizations with a focus on private sector
organization in Nigeria. The study came to the conclusion that leadership behavior,
ineffective communication, the workplace environment, and non-recognition of unions
are the main factors undermining industrial harmony and productivity in private sector
organizations. According to the report, managers in Nigeria's private sector should
design a framework for joint committee/expanded collective bargaining and foster a
collaborative, team-oriented work environment.

Anyim, Donesi and Ufodiama (2015) studied the impact of industrial relations on
national development in Nigeria. The study adopted samples drawn from the unions in

61
the public sector, financial institutions and food beverages and tobacco industry.
Quantitative research method was used for the study. Data gathered was analyzed using
descriptive statistics expressed in percentages and complement with correlation analysis.
The study revealed positive significant correlation between industrial relations and the
operationalsed variables.

Oseyomon and Eiya (2015) carried out a research on conflict management and industrial
harmony the nexus. The study was aimed at methods of managing conflict in an
organization to sustain industrial harmony. They found out that, conflict is a conflict
have sources and it can be managed. They recommended farewell managed conflict that
will involve all the stake holders in the collective bargaining.

Oginni, Ajibola and Olaniyan (2016) carried out a study on influence of collective
bargaining on Industrial conflict in public health sector, Lagos State. Using public health
sector, Lagos State as the unit of analysis, structured questionnaire was used to elicit
information from a sample size of 252 respondents and it was revealed that thee exist
strong relationship between legal framework for enforcing collective agreement and
Industrial harmony. The work recommended that the frequency of usage of collective
bargaining with respect to matters concerning employees terms and conditions of
employment should be regular.

The study used a survey research approach and was based on a study by Hassan (2016)
titled "Labor Management Relations: Precursor for Industrial Harmony and Workers
Productivity in the Public and Private Sectors in Nigeria." Selected respondents were
from the public and private sectors, totaling 450. The statistical instrument employed
were frequency count, percentage, product moment correlation and test statistics.
Findings revealed that the relationship that exist between labour and management in the
public sector was not satisfaction hence the recommendation that of improved relation
between labour and management.

Olotuah and Olotuah (2016) did a work on Collective Bargaining and negtotiation for
congenial Industrial relations in Nigeria. Using dthe content analysis method of data
analysis, the study revealed that collective bargaining is vital in order to raise the

62
awareness of workers, build and strengthen trust for unions and or broaden participation
of workers and trade unions in policy formulation and implementation.

Ochesu (2016) did a work on conflict management, a new challenge. She adopted the
content analysis method and found out that conflict is endemic to the society as a whole.
The study recommended in the conflict, especially the employees union should be
involved in the process of conflict resolution.

Ojo and Bolade (2016) carried out a study on impact of conflict management on
employees performance in Public Sector Organization in Nigeria. The study's 100
respondents in total were chosen using the stratified sampling technique. Descriptive
statistics were used to assess the data, while regression analysis and correlation
coefficients were used to test hypotheses. According to the study, good conflict
management improves employee performance in a business. It was therefore advised
that organizations start training and retraining their staff members in conflict
management.

Sholokwu and Olori (2016) carried out a study on management practices and industrial
harmony in oil and gas firms in Rivers State, Nigeria. The study examined the
relationship between management practices and industrial harmony. The study adopted
the SPSS package and with a sample size of 343, while dada was analyzed using simple
percentage and mean score. The study found out that there is significant relationship
between management practices and industrial harmony. It therefore recommended, that
oil and gas firms should embark on good management practices by implementing
collective agreements.

Otohinoyi, Oboremeni end Christopher (2017) studied evaluation of Industrial

mechanism in Trade dispute settlement in Ahmadu Bello University, Zaria (2003 –
2015). Using the quantitative and qualitative methods of data analysis the study found
out that Industrial relations mechanism process promotes Industrial harmony in Ahmadu
Bello University Zaria and the breach of Collective bargaining leads to trade dispute.
The study recommended that industrial relations mechanism as stipulated in the Trade
Dispute Act should be strictly adhered to as it promotes industrial harmony.

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Akpan (2017) studied, Nature of Collective Agreement in Nigeria. A panaromic analysis
of descriptive survey topology, focus group discussion, questionnaire and face to fale
interview were the major tools used for data collection. Statistical tools such as
frequency tables and correlation co-efficient test, were used in data analysis and test of
hypothesis. The study revealed that in most cases Collective Agreement could be
corrected if the government, employers. Employee’s Unions and the Court subject
themselves to the rule of law and due process driven by the interest of both the employer
and the employees.

Habeeb and Kazeem (2017) studied appraisal of conflict management as a tool for
achieving industrial harmony. The study adopted the survey research design. A total of
320 questionnaires were distributed and 300 was returned representing 97% response
rate. The hypotheses were tested using the chi-square method and the finding reveals
that poor conflict management has devastating effect on industrial harmony in etisalte
Nigeria. They recommended that, the standard set by management be specific,
measurable, achievable, realistic and should have time limit.

Idemobi, Ngige and Ofili (2017) carried out a research work on influence of industrial
relations on the management of industrial dispute (A study of selected private
enterprises in Delta State) the study adopted the descriptive design. The population of
the study consists of 465 employees of selected aluminum companies in Asaba, Delta
State. The result showed that there is a significant association between dispute
management style and industrial dispute resolution and recommended for further studies
to determine the role of industrial relations in preventing industrial conflict as bet way
for solving any problem is a proactive approach.

Ilesanmi(2017), carried out a research work on Dynamics of Collective Bargaining in

Resolving Conflict in Employment Relations. The study, primarily examines the
disposition of the Federal Government of Nigeria towards the agreement reached with
Academic Staff Union of Universities (ASUU) in 2009. Primary sources of data were taken
from the interviews of representatives of ASUU University of Lagos Chapter and Federal
Ministry of Labor and Employment, Lagos. Secondary information includes FG/ASUU

64
2009 Agreement and Global Competitiveness Report of 2013. The study revealed that the
Federal Government has continued to renege on the agreement reached with ASUU in 2009.

Habeeb and Kazeem (2018) studied organizational conflict and Industrial harmony: A
synthesis of literature. The study used qualitative and descriptive design to deduce
conclusions. Findings showed that on understanding about the different types of conflict
and the influence of it’s components on group productivity can allow the management
and team leaders to decide how to pursue with conflict handling. The study
recommended constant dialogue between management and workers in very organization
to fastall industrial crisis.

2.3.3 Adherence to collective agreement and improved workers condition of

service

Olulu and Udeorah (2018) did a study on the principle of Collective Bargaining in
Nigeria and International Labour Organization (ILO) standard. They used exemplary
and descriptive method of analysis and found out that Collective Bargaining is an
important mechanism in promoting Industrial Democracy.

Raimi, and Adiams (2018) researched on collective bargaining: how useful is it for
industrial harmony? Evidence from Shell Petroleum Development Company (SPDC)
Port –Harcourt, Rivers State. The study, which used a 350-respondent sample from a
variety of staff cadres and relied on the fundamental premises of Marxist theory as well
as the analytical power of the descriptive model and chi-square (x2) statistical
techniques for data analysis, revealed, among other things, that although respondents
believe collective bargaining has a positive relationship with industrial harmony,
collective bargaining procedures have not been followed to the extent necessary to
address complaints.

Turkaji, Fosic and Dujak (2018) researched on conflict Management in Orgaisation. The
research adopted the content analysis method of data analysis. Sample random sampling
was use and data proceeded with simple percentages. The study revealed that conflict in
a part of human life and it is impossible to avoid conflict and recommended the

65
encouragement of the awareness of the positive influence of the reasonable level of
conflict in on organization.

Aghara, Onyeizugbe, Olobi and Abaniwu (2018) researched on Industrial harmony and
employee performance in food and beverage firms in Anambra State of Nigeria. The
study's correlation survey research design was used. 390 employees that were chosen
from five food and beverage companies in Anambra State made up the study's
population. The study's conclusions showed that there is a very strong positive
association between industrial democracy and employee performance as well as a very
strong positive relationship between joint consultation and employee engagement. The
management of the targeted firms is advised to allow unions to express their opinions
within the organization and work as hard as they can to match employee needs with
organizational goals.

Bala, Kwagbe and Wuyep (2019) studied effect of Collective bargaining on employee
performance in Nigeria social Insurance Trust fund (NSITF) FCT, Abuja Adeseptre
survey was adopted for the study end the analysis was conducted using an independent
sample T-Test. Findings showed that negotiation has a significant effect on the work
output of NSTIF employees. The study recommended that NSITF Management should
encourage the use of negotiation (third-party intervention) as a form of a conflict
management strategy to boost the output of the employee.

Nyanga and Shelfa(2019), did a work on, Collective Bargaining: A Catalyst for Dispute
Resolution between Employers and Employees in the Retail Industry in Urban Mutare.
The study demonstrates that collective bargaining creates a platform for effective
communication, good faith negotiations, the dissemination of knowledge of rights as
defined in the Labour Act Chapter 28:01, and the requirement that organizations adhere
to the collective bargaining agreement (CBA). The report suggests that organizations
should make sure that collective bargaining complies with and puts all CBAs into
practice.

Ejimodu and Memuduaghan (2019) studied, Managing the Collective Bargaining option
for Conflict Resolution in Chevron Nigeria Limited: An Ecological approach and

66
revealed that understating of the Collective Bargaining by the Management (Chevron)
was a magic cure for Conflict resolution.

Abada, Okafor and Omeh (2019) examined New National Minimum Wage and State’s
viability in Nigeria’s fragile Economy. Using tables and simple percentages analysis, the
study revealed that the states may not be able to pay the new minimum wage of N30,000
and recommended for collective agreement between Labour Unions and the State
Government to ensure industrial harmony in the state.

Ugbomhe and Osagie (2019) researched on collective Bargaining in Nigeria: issues,

Challenges and Hopes. Adopting content analysis, the study revealed that collective
Bargaining is an essential variable in the management of employees relations.

Desai (2019) Investigated trade Unions and collective bargaining in India. This work
dwelled much on collective bargaining principles in India. The study established that
despites certain recent developments, most trade Unions have managed to foster an
environment so as to enable a healthy discussion between the workers and employers
with respect to any demands the workers may have.

Medoye (2019) examined crisis management in Nigeria public sector and the impact of
the organize labour union. Integrating the nexus between industrial harmony and
political stability. The study was based on literature survey method to establish the
relevant issues at stake and he found out that given the humanity linked nature of
conflict, its management in the public sector, particularly in Nigeria will continue to be
unavoidable responsibility of the government. It was recommended that; the resolution
mechanism of Industrial crisis can be improved on for positive impact.

Cazes, Garmero, Martin and Touzet (2019) carried out a study on facing the future of
work: how to make the most of Collective bargaining. The study adopted the simple
random sampling and percentages for data analysis. Data analyzed showed that
Collective bargaining can play an important role in addressing some of the labour
market challenges driven by the technological and demographic changes and increase
global competition. The study recommended social dialog should be maintained

67
between employers and employees to ensure that disputes occasioned by the outcome of
the technological developments are managed to accommodate the interest of all.

A research work was carried out by Iroegbu (2019) on Evaluation of University workers
perspective on role of government in Collective Bargaining’s. Administration of salaries
in Nigeria Pubic sector. Data were collected and analyzed using percentiles, regression
and chi-square test. The study reveals that government plays very significant role in
labour policies and in administration of salaries and allowances in Nigeria public sector.
It was recommended that government should be an umpire in the spirit of true Industrial
democracy.

Ushie and Elcpenyong (2019) researched on Collective Bargaining as an Instrument of

conflict management and works productivity in manufacturing companies in cross River
State Nigeria. Data collected were analyzed using simple linear regression analysis and
the results were tested at 0.5 probability level. The finding sowed that collective
bargaining significantly influence workers productivity. Based on the finding, it was
recommended that conflict in whatever form should not be ignored but be effectively
managed collectively for better employees productivity in the workplace.

Adekunle, Odunlani and Ekpudu (2019) studied conflict management strategies: a tool
for industrial harmony. A sample size of 296 respondents was adopted out of 1,148
employees. Data were generated through the use of structured questionnaires. Both
descriptive and inferential statistics were used to analyze the data. The study concluded
that for industrial harmony to be achieved organizations needs to consider collective
bargaining strategy as a tool, as well as other integrative conflict management strategies
such as, accommodation, reconciliation and negotiation. It was recommended that
organizations should adopt a participatory style of management rather than autocratic
style.

Abah, Itodo and Horuna (2019) studied Organizational Conflict and conflict
management in secondary schools. The study was designed to investigate organizational
conflict in secondary schools in Benue state. The study acknowledged that crisis is
somewhat unavoidable and is not always or necessarily bad for an organization,
especially in secondary schools. The study recommended that for a better resolution,

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there is need to permit good representation of the groups, societies or communities
involved in the conflict.

Obiekwe and Obibhunun (2019) researched on the roles of labour unions in Nigeria
industrial harmony and development. The study adopted ex-post fact research design.
The population of the study was 626 with a sample 281. According to the study's
findings, politics and fragmentation within unions are significant barriers to the growth
of powerful unions that are a crucial component of positive industrial relations. Among
other things, it suggested that trade unions identify the present trends in labor relations
and train their members to prepare for changes brought on by environmental forces that
have an impact on certain industries.

Zvobgo (2019) did a work on Collective Bargaining and collective agreement in Africa.
Comparative reflection on SADC. The study employed descriptive statistics, correlation
and linear multiple regression for data analysis and data Interpretation. Findings from
the study reveals that the ILO declaration principles and as a fundamental right accepted
by members states from the very fact of their membership in the ILO and which they
have an obligation to respect, to promote and to realize in good faith. It was
recommended that domestic legal frameworks and courts should protect the Institution
of collective bargaining as a social imperative but autonomy should remain with
workers and employers as to the bargaining process itself.

Mishra (2020) examined importance of collective bargaining: an Indian perspective.

This study made use of ex-post facto research design to specifically important of
collective bargaining. The statistical tools used for test of hypothesis findings revealed
that the capitalistic state is unrelenting in the aim of fulfilling the demands and supply
chain and often the welfare of the workers is over looked. The study recommended that
there is need for workers in India to see the need to product their rights in collectives.

Ehoro and Konya (2020) Investigated Collective Bargaining Agreement and Industrial
Harmony in River State owned tertiary institutions. The study adopted the cross
sectional survey and the hypothesis were tested using the spearman’s rank order
correlation statistics. The study findings revealed that there is significant relationship
between Collective Bargaining and Industrial Harmony in River State. The study

69
recommends that Management of tertiary Institutions should show more commitment
and respect for Collective Bargaining Agreements as a way of fostering Industrial
Harmony.

Biriowu (2020) studied union membership Alienation and Industrial Harmony in

Nigeria. The study adopted the historical/analytical approach, the study revealed that the
clamour for the emergence of labour organizations or workers collectivities was to
ensure that workers have a say in the determination of the condition under which they
work. They study recommended that the works participation model, and the decision
making models based on bounded rationality be adopted within the union membership
structure so as to minimize industrial adversarialism in Nigeria.

Ajayi (2020) did a work on collective bargaining as an effective tool for improving
industrial harmony in Nigeria banking sector. The study used a survey research
approach, and data were collected from primary sources using a carefully designed
questionnaire. The results, which were obtained using a straightforward rand sampling
technique, demonstrated that collective bargaining is a useful instrument for enhancing
industrial harmony. According to the study, management should preserve workplace
harmony to enhance productivity more quickly. This may be done by demonstrating care
for workers and allowing ongoing consultation with them.

Dickson and Biriowu (2020) studied employee absorption and industrial harmony of
tertiary institutions in Rivers State, Nigeria. Regression analysis with the aid of SPSS
version 22.0 was used to test the hypothesis. The findings indicated a strong correlation
between employee retention and workplace harmony at tertiary institutions in Rivers
State.Hence, management of higher institutions needs to move from a fragmented
approach of reducing strike incidence and give room for Unions in the organization to
air their views and try as much as possible to align the needs of the employees to that of
the Institution.

Onimole,Akinseye and Adebusoye (2020) carried out a research on the role of Human
Resource Management in promoting Industrial Harmony in Organizations in Nigeria.
The research adopted survey and documentary analysis. The survey research involved
collection of data from existing records. Data obtained were analyzed using mean,

70
frequency count. Percentages and one-way analysis of variance. The research revealed
that, the sound basis of employer employee relations which is essential for industrial
harmony is the creation of well-established understanding that the two parties are in the
pursuit of a common goal and that in the pursuit their roles are complementary. The
study recommended adequate communication and review of achievements on
organization objectives and goals may be a flexible way of establishing and counting the
job circle necessary to get the work done maintain peace and industrial harmony.

Damiloila (2020) researched on Collective bargaining congenial Industrial relations and

conflict resolution in business organizations in Nigeria. The study adopted the Chi-
square method of data analysis and found out that negotiation is a very effective conflict
resolution strategy and Collective bargaining is important in achieving social, political
and economic transformation through increased productivity, job security, motivation
and involvement of all workers. Hence, the recommendation for the strict adherence to
the collective agreement by the employers to ensure industrial harmony in the
organizations

Ebong and Ndum (2020) carried a research work on collective Bargaining and the
Nigeria Industrial relations System Conceptual Underpinnings. Using content analysis,
the study found out that ILO had declared it’s support for collective bargaining as a
means through which the protection of the economic and social interest of workers can
be achieved. It recommended that Government should set up machinery including
labour leaders to review all past agreements reached and to come out with a concrete
decision to implement them in order to avert future agitations and industrial unrest.

Orga and Monanu (2020) carried out a research on an overview of industrial harmony in
public university system in Nigeria: A panacea to quality education for stainable
national development. The aim of the of the study was to determine the role of industrial
harmony in the growth of university system they found out that Federal Government of
Nigeria not keeping to the Collective agreement reached between it and the Academic
staff union of universities (ASUU) has greatly contributed to the decay in the university
system. They recommended that government and other employers should adhere to
collective agreement to ensure industrial harmony.

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Junde, Okeke and Abiodun (2020) researched on Trade Unions’ reactions to non-
implementation of collective in the Lagos State Public sector. The study employed cross
sectional design and adopted survey method. The reliability of the research instrument
was determined using the Cronbach’s Alpha while regression analysis of the data was
carried out using SPSS version 20. It was found that non-implementation of Collective
Bargaining agreement significantly affect trade unions reactions in Lagos State. It was
recommended that to foster cordial labour- Management relationship and to promote
Industrial harmony, government at all levels should honour collective agreement.

A Study on Collective Bargaining and Industrial Harmony in organizations was carried

out by Ibrahim, Gana, Fashgba and Adeiza (2020). They used the statistical package for
Social Science (SPSS) and correlation analysis technique. The result of the analysis was
used in testing the 3 hypothesis postulated and it was discovered that there is a
significant relationship between collective bargaining and Industrial harmony. The work
recommended that Union leaders should try as much as possible to separate their
personal interest and ambition from collective interest of Union members.

Nwosu, Amadi&Okoh (2020) examined collective bargaining and Industrial harmony in

public sector: A study of Ebonyi State University Nigeria. Survey research design was
adopted for the study, pre-test questionnaire was adopted in the data collection and data
was presided and analyzed using chi-square. The findings showed that collective
bargaining prevents unfair labour practice in Ebonyi State University and recommended
among others that, effective collective bargaining be practiced in all public
organizations in Nigeria in order to foster Industrial harmony.

Omodu (2021) researched on Challenges of Collective bargaining in Nigeria: Lesson

from South Africa, using content analysis method, the research findings revealed that
Collective bargaining is central to any industrial relation system since it is a tool through
which regulates flexibity is achieved. The work recommended that stake holders in the
Collective bargaining process should work towards the implantation of collective
agreement for the promotion of industrial peace so as to discourage incessant strike in
the country.

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Ajie and Aladokiye (2021) carried out a research work on Collective Agreement in
Nigeria: A comparative Analysis. The study adopted the content analysis method and
found out that whereas collective agreement are not enforceable in Nigeria, in other
jurisdictions, they are in so far as both parties to the collective agreement intend that the
agreement should bind them. They therefore recommended that collective agreement
should be enforceable in Nigeria as it is done in England.

Okolie and Ojonio (2021) did a study on effective industrial relations and conflict
management essential requirement for enhancing productivity in Nigeria. The study
adopted survey research design. The data was analyzed using regression and correlation
analysis. The study discovered that effective industrial relation minimizes industrial
conflict in any organization and recommended for standard industrial practice in every
organization to avert industrial conflict.

Onyekwere and Douglas (2021) researched on personal management and promotion of

Instructional harmony in Nigeria. The study adopted a correlation design. The
population was derived from six universities, one each from the six states that make up
the south-south geo political zone. The findings of the study revealed that there is a
significant relationship between personnel managers and promotion of Institutional
harmony in Nigeria. The study therefore recommended that management should also
educate employees in the needs and expected gains of new technologies and policies and
how it will benefit them and the organization, as well as train them to adopt and use any
new technology.

Buhari and Jibrin (2021) investigated the impact of increased minimum wage on
industrial harmony in Nigeria. The work was descriptive in nature hence data used is
secondary data comprising of published books and papers, official websites, journals,
magazines and articles. Finding revealed that stagnant minimum wage and earned
allowance significantly affect Industrial relations in a valued economy. The study
recommended that to ensure industrial harmony in Nigeria government should
proportionally increase the minimum wage and allowance of labour to match the rising
inflation in the country.

73
Opute and Mahmoud (2022) researched on what sort of collective bargaining is
emerging in Nigeria. The study adopted content analysis to analyze the secondary data
(found in relevant handbooks, policies, collective agreements etc) primary data obtained
through or structured interviews. Findings showed that a new type of collective
bargaining is taking shape, in which trade unions support symbiotic agreements at the
plant level to enhance working conditions, decreasing the influence of national unions
over collective negotiation.

Mark and Doubera (2022) examined Collective bargaining strategy and Industrial
harmony of Ministries, Departments and Agencies in Bayelsa State. The issue of
compromise and collaboration as correlates. Data collected was analyzed using a
computer software package, statistical package for social sciences version 2.2.0 and
Micro Soft Excel. The result of the examination showed that Collective bargaining
promotes Industrial harmony and boost productivity and recommended for its wide
practice in any organization.

74
 Table 2.1: Summary of Empirical Literature

S/N Author Year Area of Topic Objectives Methodology Findings

Study
1 Ibietan 2013 Lagos Collective To identify the He used the Findings
Bargaining link between qualitative and revealed that
State and Conflict collective quantitative Collective
Resolution in bargaining and method for data Bargaining
Nigeria labour conflict collection and machinery has
Public Sector, resolution in analysis, functioned more
Nigeria public effectively in
sector, the private
sector that
public sector.
2 Eme 2014 Nigeria The Role Of To assess the The study The study found
National Role Of adopted out that
Assembly in National regression Government
Conflict Assembly in analysis of the appears
Resolution: A Conflict SPSS. 2.0 adamant in the
Case of Anti- Resolution: quest to remove
subsidy fuel subsidy
Strikes of
2012.
3 Dupe 2014 Nigeria The impact of The study The study adopted The findings
conflict examined The the survey revealed that
management impact of research design. A effective
on employees' conflict total of 100 conflict
performance management on respondents were management
in a public employees' selected for the enhance
sector performance in study using employee's
organisation, a public sector stratified sampling performance in
a case of organization technique. an organisation
Power Questionnaire was and that
used to collect
Holding organisation's
primary data. Data
Company of conflict
collected were
Nigeria management
analysed using
(PHCN). descriptive system
statistics. influences
Hypotheses were employee
tested through performance in
regression the
analysis and organisation.
correlation
coefficient.

75
 Table 2.1: Continued

S/ Author Year Area of Topic Objectives Methodology Findings

N Study
4 Kabuoh, 2014 Ogun impact of Examined the Regression they found out
Semako and Industrial impact of analysis of the that there is
Abiola State Conflict on Industrial SPSS strong
Economic Conflict on connection
Development Economic between
in Nigeria: A Development in Industrial
study of Nigeria: Conflict and
Nigeria economic
students and development.
Trade Union
in Ogun
State.
5 Doelgast and 2014 Nigeria Collective To assess the The study The study
Benessi Bargaining. impact of employed the revealed that,
collective survey research strong Unions,
bargaining in design, judgment high bargaining
coverage, and
the workplace sampling and
organized or
in Nigeria simple random “Coordinated”
sampling and the bargaining
Chi-square was Institutions are
sued to test the often resources
hypothesis. for employers
and their
associations
rather than
simple obstacle
to implementing
efficient or
rational strategic
choices.
6 Onwe 2014 Nigeria Strategic The paper was The researcher The study
management aimed at revealed that
of industrial researching into used descriptive industrial
conflicts in effective and analytical conflict began
Nigeria oil strategic method of data in 1912, with
and gas management of analysis, the emergence
industry: industrial of trade unions.
some conflicts in
Dynamic Nigeria oil and
perspectives. gas industry:

76
 Table 2.1: Continued
S/N Author Year Area of Topic Objectives Methodology Findings
Study
7 Nwinyokpugi 2014 Nigeria Workplace He sought to He used the It found out that
democracy examine qualitative and there is a high
and industrial workplace quantitative prevalence of
harmony in democracy method for data tall structured
Nigeria, collection and organization
and industrial analysis, which creates
harmony gap between
Nigeria labour and
management ,
thus mutual co-
operation seems
not to be
existing.
8 Anyim, 2014 Lagos Collective To examine the The study used The study
Olusanya State bargaining in effect of tables and simple showed that
and the Nigeria Collective percentage minimum wage
Ekwoluba chemical bargaining in analysis in the Chemical
rubber and the Nigeria rubber and non
non-metallic chemical metallic
products rubber and products
industry non-metallic industry is
products higher than the
industry national
minimum wage,
9 Ebhoman 2015 Nigeria Critical To Critically The study used The study
Examination Examine the the statistical revealed that
of Collective role of package for government
Bargaining Collective Social Science have interfered
and its role in Bargaining in (SPSS) with the
labour labour relations activities of the
relations in in Nigeria Industrial
Nigeria. courts and
Arbitrative
panels.
10 Ekwoaba, 2015 Lagos Collective To evaluate The study used They found out
Ideh and State Bargaining: An collective the statistical that effective
Ojikutu evaluation of bargaining as a package for Collective
conflict strategy for Social Science Bargaining
Management conflict (SPSS) positively
Strategies in
resolution in affects
the University
of Lagos, University of productivity.
Nigeria Lagos.

77
 Table 2.1: Continued
S/ Author
Table Year Area of
2.1: Continued Topic Objectives Methodology Findings
N Study
11 Paschal 2015 Nigeria Analysis of The objectives Data were The study found
Conflict of the study are collected through that there are
Management to identify the secondary conflict issues
and causes of sources while caused by the
specific
Resolution in conflict in historical and
behaviours of
Nigerian Nigerian public descriptive those identified
Public service, and to methods were as problem
Service. evaluate the used in its people such as
best methods of analysis. non-conformists,
reducing or passive and
preventing it. unresponsive
people. Such
public servants
think
independently,
solve problem
12 Nwadiaro 2015 FCT Collective The study The study The study found
Bargaining examines the adopted the out that the
and Conflict relationship content analysis nature of the
Resolution:- between method for data State affects
The Federal collective analysis collective
Government bargaining and bargaining.
and the conflict
Nigeria resolution in
Labour Nigeria Labour
Congress Congress Abuja
Impasse from 1999 to
2011
13 Longe 2015 Ekiti Efficacy of To examine The study The study
State Collective the adopted revealed that
Bargaining as descriptive there is a
a pathway to efficacy of research design. significant
difference in the
Conflict collective
perception of
Management bargaining as a Labour and
in Nigeria’s pathway to Management on
Public Sector conflict Collective
Organization. management in Bargaining as an
Nigeria’s accommodative
public sector device for
organization. Conflict
Management in
Public Sector
establishments.

78
 Table 2.1: Continued
S/ Author
Table Yea Area of
2.1: Continued Topic Objectives Methodology Findings
N r Study
14 Montoya 2015 United Collective To discus the Content The study
States bargaining: concept of analysis method reveled that
meaning and collective was adopted for collective
functioning bargainig the study bargaining is
key in ensuring
Industrial
harmony in any
organization.
15 Villanveva 2015 Spain Employment To x-ray Explanatory and The study
and Wage employment descriptive revealed
effect of and wage effect methods of extending
extending of extending analysis was collective
collective collective adopted bargaining
bargaining bargaining contract has
agreement agreement large cost in
terms of
employment
destructions.
16 Nwokocha 2015 Nigeria Employers The research SPSS version 2.0 The study
and the examined the was adopted fo concluded that
enhancement role of data analysis the factors that
of industrial employers in undermine
harmony in enhancing industrial
private sector industrial harmony and
organizations harmony in productivity in
in Nigeria. organizations private sector
with a focus on organization
private sector includes;
organization in leadership
Nigeria. behavior, lack
of effective
communication,
work
environment
and non
recognition of
trade unions.

79
 Table 2.1: Continued
S/N Table
Author Year Area of
2.1: Continued Topic Objectives Methodology Findings
Study
17 Anyim, 2015 Lagos Impact of To examine the The study The study
Donesi and State industrial impact of adopted samples revealed
Ufodiama relations on industrial drawn from the positive
national relations on unions in the significant
development national public sector, correlation
in Nigeria. development in financial between
Nigeria. institutions and industrial
food beverages relations and
and tobacco the
industry. operationalsed
Quantitative variables.
research method
was used for the
study. Data
gathered was
analyzed using
descriptive
statistics
expressed in
percentages and
complement with
correlation
analysis.
18 Oseyomon 2015 Edo Conflict The study was Data collected They found out
and Eiya State management aimed at were analyzed that conflict
and methods of using descriptive have sources
industrial managing statistics and and it can be
harmony the conflict in an hypotheses were managed.
nexus. organization to tested using the
sustain industrial regression
harmony. analysis.
19 Oginni, 2016 Lagos Influence of To ascertain the Using public It was revealed
Ajibola and State collective influence of health sector, that thee exist
Olaniyan bargaining collective Lagos State as strong
on Industrial bargaining on the unit of relationship
conflict in Industrial analysis, between legal
public health conflict in public structured framework for
sector, Lagos health questionnaire enforcing
State. institutions in was used to elicit collective
Lagos State. information from agreement and
a sample size of Industrial
252 respondents harmony.

80
 S/ Author
Table 2.1: Yea Area of
Continued Topic Objectives Methodology Findings
N r Study
20 Hassan 2016 Nigeria Labour To find out the survey research Findings
management impact of labour- design was utilized revealed that
relations: management in the study. Four the
precursor for relations on hundred and fifty relationship
(450) respondents
industrial industrial that exist
were selected from
harmony and harmony and between
both public and
workers productivity of private sector. The labour and
productivity workers in the statistical management
in public and public(Education) instrument in the public
private and private employed were sector was not
sectors in (Manufacturing) frequency count,
Nigeria sectors in Nigeria percentage,
product moment
correlation and test
statistics.
21 Olotuah 2016 United Collective To x-ray the The study The study
and Kingdom Bargaining impact of adopted the revealed that
Olotuah and collective content analysis collective
negotiation bargaining method for data bargaining is
vital in order to
for boosting analysis,
raise the
congenial awareness of
Industrial Industrial workers, build
relations in relations in and strengthen
Nigeria. Nigeria. trust for unions
and or broaden
participation of
workers and
trade unions in
policy
formulation and
implementation.
22 Ojo and 2016 Nigeria Impact of To assess the A total of 100 The study
Bolade conflict Impact of conflict respondents were showed that
management management on selected for the effective
on employees study using conflict
performance in stratified sampling
employees management
Public Sector technique. Data
performance Organization in collected were
enhances
in Public Nigeria. analyzed using employees
Sector descriptive performance
Organization statistics and in an
in Nigeria. hypotheses were organization
tested using the
regression analysis
and the correlation
co-efficient.

81
S/N Table
Author Year Area of
2.1: Continued Topic Objectives Methodology Findings
Study
23 Sholokwu 2016 Rivers Management The study The study The study
and Olori State practices and examined the adopted the found out that
industrial relationship SPSS package there is
harmony in between and with a significant
oil and gas management sample size of relationship
firms in practices and 343, while dada between
Rivers State, industrial was analyzed management
Nigeria. harmony. using simple practices and
percentage and industrial
mean score. harmony.
24 Otohinoyi, 2017 Kaduna Evaluation To Evaluate The study used The study
Oboremeni State of Industrial Industrial the quantitative found out that
end mechanism mechanism in and qualitative Industrial
Christopher in Trade Trade dispute methods of data relations
dispute settlement in analysis mechanism
settlement in Ahmadu Bello process
Ahmadu University, Zaria promotes
Bello (2003 – 2015). Industrial
University, harmony in
Zaria (2003 Ahmadu Bello
– 2015). University
Zaria and the
breach of
Collective
bargaining
leads to trade
dispute.
25 Ilesanmi 2017 Nigeria Dynamics of The study, Primary sources of The study
Collective primarily data were taken revealed that the
Bargaining examines the from the interviews Federal
in Resolving disposition of the of representatives Government has
of ASUU
Conflict in Federal continued to
University of Lagos
Employment Government of Chapter and
renege on the
Relations. Nigeria towards Federal Ministry of agreement
the agreement Labor and reached with
reached with Employment, ASUU in 2009.
Academic Staff Lagos. Secondary
Union of information
Universities includes FG/ASUU
(ASUU) in 2009. 2009 Agreement
and Global
Competitiveness
Report of 2013.

82
 Table 2.1: Continued

S/ Author Yea Area of Topic Objectives Methodology Findings

N r Study
26 Habeeb and 2018 Nigeria Organizational To examine the : A synthesis of Findings showed
Kazeem conflict and relationship literature. The that on
Industrial between study used understanding
harmony management of qualitative and about the different
organizational descriptive types of conflict
conflict and design to deduce and the influence
industrial conclusions. of it’s components
harmony on group
productivity can
allow the
management and
team leaders to
decide how to
pursue with
conflict handling.
27 Olulu and 2018 Nigeria The principle To Analyze the They used The study found
Udeorah of Collective principle of examplary and out that Collective
Bargaining in Collective descriptive Bargaining is an
Nigeria and Bargaining in method of important
International Nigeria and analysis mechanism in
Labour International promoting
Organization Labour Industrial
(ILO) Organization Democracy.
standard. (ILO) standard.
28 Raimi, and 2018 Rivers Collective To examine the The study sampled see collective
Adiams State bargaining: evidence of the 350 respondents bargaining as
how useful is usefulness of comprising having a positive
it for Collective different cadre of link with industrial
staff and relying harmony,
industrial bargaining in
on the basic collective
harmony? Shell Petroleum assumptions of the
Evidence from Development bargaining
Marxist theory, as procedure have not
Shell Company well as the
Petroleum (SPDC) Port – been sufficiently
analytical strength
Development Harcourt, followed to address
of the descriptive
grievances in the
Company Rivers State. model and chi-
square (x2) organization and
(SPDC) Port –
statistical even where they
Harcourt,
techniques for have been
Rivers State. followed,
data analysis,
revealed that agreement have not
among others that been significantly
even though implemented on
respondents the these findings,

83
 Table 2.1: Continued
S/ Author Year Area of Topic Objectives Methodology Findings
N Study
29 Turkaji, Fosic 2018 Nigeria Conflict To brighten the The research The study revealed
and Dujak Management in meaning of adopted the that conflict in a
Orgaisation. conflict and its content part of human life
management analysis and it is
processes method of data impossible to
analysis. avoid conflict
Smaple random
sampling was
use and data
processeded
with simple
percentages.
30 Bala, Kwagbe 2019 FCT studied effect of To examine effect Adeseptre Findings showed
and Wuyep Collective of Collective survey was that negotiation
bargaining on bargaining on adopted for the has a significant
employee employee study end the effect on the work
performance in performance in analysis was output of NSTIF
Nigeria social Nigeria social conducted employees.
Insurance Trust Insurance Trust using an
fund (NSITF) fund (NSITF) independent
FCT, Abuja FCT, Abuja sample T-Test.
31 Ejimodu and 2019 Rivers Managing the To examine the The study The study revealed
Memuduaghan State collective understanding of adopted the that understating
Bargaining option management in the simple random of the Collective
for Conflict use of collective sampling and Bargaining by the
Resolution in bargaining for percentages for Management
Chevron Nigeria conflict resolution data analysis. (Chevron) was a
Limited: An in Chevron magic cure for
Ecological Nigeria Limited Conflict
approach resolution.
32 Nyanga and 2019 Nigeria Collective Examined The study The study shows that
Shelfa Bargaining: A Collective adopted content Collective
Catalyst for Bargaining:as A analysis bargaining creates a
Dispute Catalyst for platform for
effective
Resolution Dispute
communication,
betweenEmployers Resolution negotiations in good
and Employees in betweenEmployers faith, impart
the Retail Industry and Employees in knowledge of rights
in Urban Mutare.. the Retail Industry as outlined in the
in Urban Mutar Labour Act Chapter
28:01 and make
organisations follow
through the
collective bargaining
agreement (CBA).

84
 Table 2.1: Continued
S/N Author Yea Area of Topic Objectives Methodology Findings
r Study
33 Ugbomhe 2019 Edo Collective To evaluate The study the study revealed
and Osagie State Bargaining in issue and adopted . that collective
Nigeria: challenges of Adopting Bargaining is an
issues, collective content essential variable in
Challenges bargaining analysis, the management of
and Hopes method employees relations.
34 Obiekwe 2019 Nigeria The role of To examine the simple they found out that the
and labour Union role of labour narrative collective bargaining
Obiblunon in Nigeria Union in system, machinery are getting
Industrial Nigeria week due to dishonest
attitude of trade union
harmony and Industrial
leaders who are truly
development. harmony and workers should be
development. voted into the office
both as the local state
and national level.
35 Medoye 2019 Nigeria Crisis To assess the The study was He found out that
management in impact of the based on given the humanity
Nigeria public Organized literature linked nature of
sector and the Labour in crisis survey method conflict, its
impact of the management to establish management in the
organize labour
the relevant public sector,
union.
Integrating the issues at stake. particularly in
nexus between Nigeria will
industrial continue to be
harmony and unavoidable
political responsibility of the
stability. government.
36 Cazes, 2019 Nigeria Facing the To determine The study Collective bargaining
Garmero, future of the effect of adopted the can play an important
Martin and work: how to future of work simple random role in addressing
Touzet make the most bargaining. sampling and some of the labour
market challenges
of collective percentages
driven by the
bargaining. for data technological and
analysis. demographic changes
and increase global
competition.

85
 Table 2.1: Continued

S/ Author Year Area of Topic Objectives Methodology Findings

N Study
37 Adekunle, 2019 Nigeria Cconflict To examine A sample size of The study
Odunlani management cconflict 296 respondents concluded that for
and Ekpudu strategies: a management was adopted out industrial harmony
tool for strategies as a of 1,148 to be achieved
industrial tool for employees. Data organizations
harmony. industrial were generated needs to consider
harmony. through the use collective
of structured bargaining strategy
questionnaires. as a tool, as well as
Both descriptive other integrative
and inferential conflict
statistics were management
used to analyze strategies such as,
the data. accommodation,
reconciliation and
negotiation.
38 Adekunle, 2019 Nigeria Conflict To examine . A sample size The study
Odunlani management Conflict of 296 concluded that for
and Ekpudu strategies: a management respondents was industrial harmony
tool for strategies as a adopted out of to be achieved
industrial tool for 1,148 employees. organizations
harmony industrial Data were needs to consider
harmony generated collective
through the use bargaining strategy
of structured as a tool, as well as
questionnaires. other integrative
Both descriptive conflict
and inferential management
statistics were strategies such as,
used to analyze accommodation,
the data. reconciliation and
negotiation.

86
 Table 2.1: Continued

S/N Author Year Area of Topic Objectives Methodology Findings

Study
39 Obiekwe and 2019 Rivers Roles of To assess the The study They study
Obibhunun State labour unions impact of trade adopted ex-post concluded that
in Nigeria unions in the fact research disunity and
industrial development of design. The politicization of
trade unions are
harmony and industrial population of the
major obstacles for
development. harmony in study was 626 the development of
Nigeria with a sample strong and stable
281. trade unions which
is an integral part of
cordial industrial
relations.
40 Mishra 2019 India Importance of To x-ray the This study made Findings revealed
collective Importance of use of ex-post that the capitalistic
bargaining: collective facto research state is unrelenting
an Indian bargaining design to specify in the aim of
perspective. using the India important of fulfilling the
Indian collective demands and
perspective bargaining. supply chain and
often the welfare
of the workers is
over looked.
41 Ehoro and 2020 Rivers Collective To Investigated he study adopted The study findings
Konya State Bargaining the relationship the cross revealed that there
Agreement between sectional survey is significant
and Industrial collective and the relationship
Harmony in bargaining hypothesis were between Collective
River State agreement and tested using the Bargaining and
owned industrial spearman’s rank Industrial
tertiary harmony in order correlation Harmony in River
institutions. River State statistics. State.
owned tertiary
institutions.

87
 S/ Author Year2.1:Area
Table of
Continued Topic Objectives Methodology Findings
N Study
42 Ajayi 2020 Lagos Collective To examine The research Finding showed
bargaining as how collective adopted survey that collective
an effective bargaining research design, bargaining serves
tool for serves as a tool data were as an effective tool
gathered through
improving for improved for improved
primary source
industrial organizational Industrial
with the aid of a
harmony in peace and well structured harmony.
Nigeria productivity in questionnaire.
banking the selected Using simple
sector. banks. rand sampling,
technique,
43 Dickson 2020 Rivers Employee To examine the Regression The result showed
and State absorption and relationship analysis with that there is a
Biriowu industrial between the aid of SPSS significant
harmony of employee version 22.0 relationship
tertiary absorption and was used to test between employee
institutions in industrial the hypothesis. absorption and
Rivers State, harmorny industrial harmony
Nigeria. of tertiary
institution in rivers
State.
44 Damiloila 2020 Nigeria Collective To examine Chi-square The study found out
bargaining, conflict method of that Collective
congenial management analysis bargaining is
Industrial styles and important in
achieving social,
relations and negotiation
political and
conflict strategies and economic
resolution in the role of the transformation
business Nigeria Labour through increased
organizations Congress in productivity, job
in Nigeria. achieving security, motivation
collective and involvement of
bargaining. all workers.
45 Ebong and 2020 Cross Collective To determine Content the study found out
Ndum Rivers Bargaining and the effect of Analysis that ILO had
state the Nigeria collective declared it’s support
Industrial bargaining on for collective
bargaining as a
relations the Nigeria
means through
System Industrial which the protection
Conceptual relations of the economic and
Underpinnings. System social interest of
Conceptual workers can be
Underpinnings. achieved.

88
 Table 2.1: Continued

S/ Author Year Area of Topic Objectives Methodology Findings

N Study
46 Tunde, Okeke 2020 Lagos Trade Unions’ To examine SPSS It was found that
and Abiodun State reactions to Trade Unions’ version 2.0 non-
non- reactions to implementation
implementation non- of Collective
of collective implementation Bargaining
agreements in of collective agreement
the Lagos State agreements in significantly
Public sector. the Lagos State affect trade
Public sector. unions
47 Nwosu, 2020 Ebonyi Collective Examined the chi-square. The findings
Amadi&Okoh State bargaining and role of showed that
Industrial collective collective
harmony in bargaining and bargaining
public sector: Industrial prevents unfair
A study of harmony in labour practice in
Ebonyi State public sector: Ebonyi State
University University
Nigeria.
48 Omodu 2021 South Challenges of To identify Content the research
Africa Collective challenges of analysis findings revealed
bargaining in collective method, that Collective
Nigeria: bargaining in bargaining is
Lesson from Nigeria using central to any
South Africa the South industrial relation
African system since it is
practice a tool through
which regulates
flexibility is
achieved.
49 Ajie and 2021 Rivers Collective Examined Content The study found
Aladokiye State Agreement in collective Analysis out that; whereas,
Nigeria: A agreement in a collective
comparative comparative agreement i are not
Analysis. approach with enforceable in
other Nigeria, in other
jurisdictions jurisdictions, they
are in so far as
both parties to the
collective
agreement intend
that the agreement
should bind them.

89
S/N Author Year2.1:Area
Table of
Continued Topic Objectives Methodology Findings
Study
50 Okolie and 2021 Delta Effective Examines the Content The study
Ojonio State industrial indispensability Analysis discovered that
relations and of effective effective industrial
conflict management of relation minimizes
industrial
management industrial conflict in
relations as s
essential fundamental
any organization and
requirement requirement for enhances
for enhancing enhancing the performance of the
productivity performance of economy
in Nigeria. the national
economy.
51 Onyekwere 2021 Nigeria Personal To determine Content The findings of the
and Douglas management the effect of Analysis study revealed that
and human relations there is a significant
promotion of on industrial relationship between
Industrial harmony on a personnel managers
harmony in private and promotion of
Nigeria. organisation Institutional
harmony in Nigeria.
52 Opute and 2022 Nigeria What sort of To illustrate Content Finding revealed that a
Mahmoud collective the rising Analysis form of collective
bargaining is collective bargaining is emerging
emerging in bargaining where the Trade
Unions are embracing
Nigeria. patterns in
symbiotic agreements
Nigeria at plant levels to
improve condition of
employment and thus
weakening the hold of
national union from
collective bargaining.
53 Mark and 2022 Yenogo Collective To examine the SPSS version The result of the
Doubera a bargaining relationship 2.0 examination showed
strategy and between that Collective
Industrial collective bargaining promotes
harmony of bargainig and Industrial harmony
Ministries, industial and boost
Departments harmony in productivity in the
and Agencies Bayelsa State Bayelsa State public
in Bayelsa public service. service.
State.

90
2.4 Gap in Empirical Review

Previous studies in this area have been rather fragmented in terms of measuring the
direct link between collective bargaining and industrial harmony in the State Public
Service. While some of the studies focused on collective bargaining and other variables
such as strikes(see for instance: Adewole, 2010; Anyim, TundeandGbajumo-Sherrif,
2011; Anyim, Oselokaand, Olusoji, 2011; Chidi, 2014), others discussed industrial
harmony as something static and not associated with collective bargaining (Makinde,
2013 and Nkiinebari, 2014). As a result, there is a lack of knowledge on how collective
bargaining is directly linked to industrial harmony in the state public service.

Although, there are previous studies on collective bargaining and industrial harmony in
the public sector organizations but no such study has centered on the South East state
public service

In the light of this academic gap, this study examines the issue of collective bargaining
as a method for industrial harmony in the state public service of the south east states,
Nigeria.

91
 CHAPTER THREE

METHODOLOGY

The methodology of this study shall be addressed under the following sub-heading;
Research design, Area of the study, Sources of data, Population of the study, and
Sample size determination and Sampling techniques, Method of data collection, Validity
of the instrument, Reliability of the instrument and Method of data analysis.

3.1. Research design.

The study adopted descriptive survey method of investigation, the descriptive research
design is necessary when a research is interested in describing the variables in the
situation of interest to the researcher and also explains the status of phenomena in the
area of study. As a case study research, seeks to known the feelings of the populace
about the variables. This will enable the researcher ascertain the relationship between
collective bargaining and industrial harmony in the public service of the south east,
Nigeria and which cannot be determined effectively by using only available literature

3.2. Area of Study

The study was conducted in the South-East geopolitical zone of Nigeria which
comprises five states namely,Abia, Anambra, Ebonyi, Enugu, and Imo, States that
mostly experiences constant industrial actions in the public service. The South- East
region occupied approximately 70,000square kilometers of the country’s land mass and
covers the 560km coastline of Nigeria which is about two-third of the coastline
(Ebejbulem, Ekpe and Adejumo, 2018) with a projected population of 22 million people
(NPC, 2021). Its topography is distinguished by wetlands and dry lands with a unique
ecological zones, mangrove swamps, freshwater, swamps and lowland forest inhabited
by many rural communities that highly depends on the environment for survival
(Okinono, Salleh and Din, 2016). The region is endowed with many natural resources
such as crude oil, palm products, rice, cassava etc. Based on the availability of fertile
soil in the region the people also undertake farming, fishing (agrarian) activities as a

92
means of their economic sustainability. The region accounts for a good percentage of
Nigeria foreign earnings.

Figure 3.1 Map of South East Nigeria

Source: Federal Ministry of Interior, 2022

93
3.3 Sources of Data

The data for the study will be collected through two major sources, namely; Primary and
Secondary sources.

3.3.1 Primary of Data

The primary sources of data were gathered by administrating closed ended questionnaire
and information provided by the respondents during interview. Also questionnaire will
be administered to the respondents; the researcher will use primary data mainly for the
research work.

3.3.2 Secondary Sources of Data

The secondary data will be sourced from published material such as journals, textbooks,
newspapers materials etc. The researcher will also use unpublished materials such as
seminar and workshop papers for the secondary data collection. Some publications of
the ministry and government were used. The researcher will use libraries, bookshops
and online materials for the research work.

3.4 Population of the Study

Population according to Silverthorne Fischer (1980) is the totality of any group or object
which is defined by some attributes. This shows that population is any group the
researcher focused attention upon for the study. The population of the study consist of
all the State Public Servants in the South East geo-political zone, excluding those
working in the States Liaison offices at Lagos State and Federal Capital Territory. But
due to the heavy weight popularized staff strength of the States based on the topics of
the study, the researcher decided to concentrate on the major key players in negotiations
in the public service, of which the researcher believed held firmly, the opinions of the
entire public service they represent. The target population will comprise Leadership of
the Unions that made up the State Joint Public Service Negotiating Council(Trade Union
Side), Permanent Secretaries, Directors, Deputy Directors and Heads of Administration
and Finance and other Head of Minisrerial, Departments and Agencies (MDA’s) in the

94
state public Service in the South East Zone. Also to be covered are selected Public
Servants These are people involved in negotiations at the state level. The proportion will
be based on the quota sampling technique of the entire population.

Table 3.1 Population Distribution Table

S/ Group Anambr
Abia Ebonyi Enugu Imo Total Percentage
N a
1 State Joint Public
Service
Negotiating
Council(Trade 53 54 48 55 63 273 30.1
Union Side) in
the South East
Zone
2 Permanent
Secretaries in the 8 9 8 8 9 42 4.6
South East Zone
3 Directors and
Heads of
Administration
35 33 19 36 32 155 17.2
and Finance state
MDA’s in the
South East Zones
4 .Other Head of
24 26 18 24 29 123 13.6
MDA’s
5 Selected Public
52 58 45 88 67 310 34.4
Servants
Total 173 180 138 211 201 903 100

Source: Field Survey,2022

95
3.5 Determination of sample size

Sample according to Obasi (1999), is the “process of selecting part (called sample) from
the whole (called a population or universe) in order to make inference about the whole.
A sample he then maintained is that small part selected from the whole population. It is
a subset of population”.

It is very necessary to mention that samples are used in studies that involved large
population. The reason for using sampling method was the desire to adequately navigate
the enormous population by avoiding errors due to the calculation of large numbers and
reduction of Producing questionnaire to the entire population to ensure effective
coverage of the population. The target population of Nine Hundred and Three (903) was
considered large still. Since it would be difficult for the researcher to cover the entire
population of the five States of the South-East Zone due to some certain constrains that
the calculations oft hat large numbers and cost of producing questionnaire to entire
population to ensure effective coverage of the entire population. Yamane (1964), state
that the sampling of population of a large size will be time consuming and exorbitant.
However the researcher will apply Yamane statistical formula to reduce the population
to a researchable size, to determine sample size from the population, the formula is
given thus:

N
n=
1+ N ( e ²)

1+N (e)²

Where:

N = Total Population Size

e = Error margin allowed

n = Total Sample Size

1 = Constant

The researcher will choose five percent (0.05) as error margin allowed. The translation
of the formula is show below:

96
Therefore N = 903 e = 0.05

903
The formula becomes: n=
1+ 903(0.05)²

903
n=
1+ 903(0.0025)

903
n=
1+2.2575

903
n=
3.2575

n= 277.2064467

n = 277 by Approximation.

Therefore, the sample size for the study will be 277.

The sample size shall be two hundred and seventy seven (277), selected from the
population. The sample for each quota will be calculated as shown below.

The distribution of questionnaire to the respondents in each quota will be based on the
percentage of the number of officials in the quota to the overall number of the officials
to be chosen for the sample.

97
Table 3.2 Sample Size Determination by Sates

S/N State Sample size for each organization Percentage (%)

1 Abia State 173 X 277/902 = 53.5 = 54by approximation 19
2 Anambra 180 X 277/903 = 55.2 20
State
3 Ebonyi 138 X 277/903=42.6.= 43 by approximation 16
State
4 Enugu 211 X 277/903 = 64.6 = 65by approximation 23
State
5 Imo State 210 X 277/903 = 61.6=62by approximation 22
TOTAL 277 100

Source: Field Survey, October,2022

Table 3.3. Sample size distribution table

Group Population Sample Percentage

Abia State 173 54 19
Anambra State 180 13 20
Ebonyi State 138 47 16
Enugu State 211 38 23
Imo State 210 95 22
Total 903 277 100

Source: Field Survey, 2022

98
3.6 Sampling Technique

This research work adopted Stratified Sampling’, this is a type of sampling method in
which the total population is divided into smaller groups or strata to complete the
sampling process.

The strata are formed based on some common characteristics in the population data.
After dividing the population into strata, the researcher will randomly select the sample
proportionally, Description: Stratified sampling is a common sampling technique used
by researchers when trying to draw conclusions from different data and the data should
not overlap. While using stratified sampling, the researcher will use simple probability
sampling.

The population is divided into various groups such as age, gender nationality, job
profile, educational level etc. Stratified sampling is used when the researcher wants to
understand the existing relationship between groups.

Data sampling was equally adopted, quota sampling attempts capturing information
presenting the variation in characters by selecting at least some people from each sector
of population but without regard to random solution process and strict adherence to
correct transportation. It is commonly used in public opinion surveys to represent views
from various sub-sectors within the population. Quota sample seems similar to stratified
samples on the surface; however random selection of people within the strata is ignored.
It implies that the investigator, having assigned quotas to different segments of the
population (e.g. male, female, youth, middle-aged and old; and income class) will
naturally select those persons who are most conveniently located in various sub-sectors.
(Ugwuonah, 2005). The South-East Zone has heterogeneous population as such, the
stratified sampling technique essential for determining the sample of population within
the states of the zone. Purposive sampling technique was used choosing the actual
respondents in each state. Nnabugwu, (2006) assures that purposive sampling complies
on particular population subgroups or individuals who may have special characters
which qualifies the individual or group t be sampled. To ensure that the desired groups

99
or individuals are chosen from the actual respondent in each state, the research adopted
this technique.

3.7 Methods of data Collection

The study will primarily a structured questionnaire and face to face interview. The
questionnaires will be distributed to respondents and request them to provide answers.
The researcher believed that apart from documents from secondary source of data,
individual interviews can also provide data for the study. Thus, face to face interview
with structured questions will be used for gathering data. The researcher believed that
the officials in concerned ministries and organizations, were more vested with personal
information’s that are not disclosed in some documents and related activities about the
area of study. These set of officials consist of a small group and face-to-face interview is
most suitable for the purpose.

3.8 Validity of the instrument

Validity of a measuring instrument as defined by Poster 91978), is concerned with the

instrument in providing messiness that are appropriate indicators of the criteria interest.
Odo (1992), defines validity as the process of finding out the degree to which a research
or a test indeed measures what it purports to measure. Validity is usually defined by
such question as “does the test instrument measure what is it supposed to measure”. The
ability of the questionnaire will be established by constructing questions that are related
to the topic under investigation and questions.

3.9. Reliability of the Instrument

Reliability is defined by Flippo (1984), as the degree of consistency of results obtained.

If a test possesses high reliability, a person who is tested a second time with the same
test under the same conditions would obtain approximately the same score. The test-
retest method as possesses reliability will be used to assess the reliability of the
instrument. Runkel (1972), define test-retest as referring to the process of giving the
same instrument to the same individual or test individual on two occasions and the
results will be compared. This will be done by giving forty (40) respondents to complete

100
after one-week interval. Reliability test will be done using Combatch Alpha reliability
estimate and result yielded 0.75 which is perceived by the researcher to be reliable.

3.10 Method of Data Analysis

The study will collect and analyze data using SPSS version 2.5 that is related to
collective bargaining and industrial harmony in the state public service of South East,
Nigeria from 2010 to 2022. The study will relied on both qualitative and quantitative
methods for the analyses. The statistical tools of frequency, percentage and table will be
used in data presentation and analysis. The researcher in doing this will assemble and
tally raw data gathered from the respondents, and their frequencies and percentages
calculated. Frequencies and percentages will be used to present the research questions
that guided the ability. The research questions will bepresented and analyzed using a
Likert scale point. In calculation the researcher will use arithmetic mean to calculate the
average scores that reflected the results of all the scores in the data on infrastructural
development in the South-East over the period of study. The twenty four (24) items
structured questionnaire were based on four point scale which respondents were
requested to indicate their preference among the following section; strongly
Agreed(SA), Agreed(A), Disagreed(D), Strongly Disagreed(SD). This study will adopt
the Decision Rule for hypotheses testing.

Decision Rule: Accept null hypothesis if the value of the t-statistic is greater than 0.05,
otherwise reject the null hypothesis and accept the alternative hypothesis.

101
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 APPENDIX I

Sample of Research Questionnaire Letter to Respondent

Department of Public Administration

Faculty of Management Sciences
Enugu State University of Science
and Technology,
Enugu , Enugu State.

14th October, 2022.

Sir/ Madam,
LETTER OF INTRODUCTION

I am a Ph.D student in the Department of Public Administration, Enugu State University

of Science and Technology. Enugu. I am currently undertaking a research on “Collective
Bargaining and Industrial Harmony in the State Public Service in the South East Geo-
Political Zone of Nigeria”.

The attached questionnaire is to elicit the necessary information for the study. You are
please, requested to respond to the items as objectively as possible.

Information supplied will be treated as confidential and will be used strictly for the
research.

Yours faithfully,

Igbokwe Chukwuma Igbokwe

Researcher

114
Part 1: BIODATA

Instruction: Please tick () and fill in where applicable to the response option that best
represents your option

Gender: Male ( ), Female ( )

MDA ------------------------

Position---------------------

Part 2: QUESTIONNAIRE ITEMS

Instruction: please tick (√) to the response option that best represents your opinion.

Strongly Agree = SA

Agree = A

Disagree = D

Strongly Disagree = SD

115
1) Section A: To what extent has the State Governments responded positively to the
grievance of Public Servants in the South East?

S/N Grievance SA A D SD
1 State Government has fully implemented the
N30,000 minimum wage and the consequential
adjustment to all public servants
2 State Government is up to date in the conduct
and release of promotions of public servants
3 State Government has paid leave grant to public
servants up to date
4 State Government is consistent in
payingmonthly salaries to public servants.
Workers level of performance SA A D SD
5 Public servants have are satisfied with their
current salaries
Public servants are motivated by their current
grade level as their rightful position considering
their years of service
Public servants are impressed on the State
Government training programmes to enhance
their performance
10 Union leaders and Government hold regular
meetings to address workers grievance.

116
Section B: How has the adoption of procedural agreement by the South East, State
Governments in negotiation enhanced Trade Union participation in the process.

Procedural Agreement SA A D SD
1 State Government adequately notifies and
properly invites Union Official for Negotiation
meetings
2 State Government Ensure adequate and proper
representation of the Unions in negotiation
meetings
3 State Government itemizes the demand of
workers in a negotiation meeting for proper
deliberation.
4 Union members are not intimidated by the State
Government Officials during negotiation.
Trade Union Participation SA A D SD
5 Public Service Unions has participated actively
in collective bargaining based on the conditions
of the negotiation
6 No Union Leader has been victimized by his or
her role in negotiation
7 State government has conceded mostly to
workers demand in collective bargainig
8 Union officials were always given time and
opportunity to present workers demand and
argue on it.

117
Section C: To what extent has adherence to collective agreement ensured improved
workers condition of service in the state public service of South East
geo-political region?

Collective Agreement SA A D SD
1 South East Governors were represented at the
negotiation of the N30,000 minimum wage at
the national level
2 State Government and Unions in the south East
Zone jointly signed the N30,000 minimum
wage agreement.
3 State Government has strictly implemented the
N30, 000 minimum wage agreement.

4 State government has shortchanged public

servants by reneging in the collective
agreement.
Improved Condition of Service SA A D SD
5 Public Servants are owed salary arrears as well
as the consequential adjustment

6 Public Servants are stagnated for years on

promoting and incremental steps.

7 There is high level of delay in conversion of

public servants that have acquired additional
qualification to desired cadre.
8 There are no functional Health Insurance
Scheme for public servants

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Section D: How has the State Joint Public Service Negotiating Council contributed in
minimizing industrial conflict in the South-East ?

State Joint Public Service Negotiating SA A D SD

Council
1 There is State Joint Public Service Negotiating
Council in all the states of the South East Zone

in line with establishment rules

2 State Joint Public Service Negotiating Council
in all the states of the South East Zone have
been duly inaugurated and recognized as the
public service collective bargaining instrument
3 State Government regularly convene meetings
of the SJPSNC to discuss issues of workers
rights and demands to prevent conflict
4 Members of the Joint Public Service
Negotiating Council are properly constituted
and are not influenced by the State
Government
Minimized Industrial Conflict SA A D SD
1 There is reduced agitations by workers in the
state public service
2 . There is no threat of strike, demonstration and
picketing by unions in the public service
3 There is cordial working relationship between
Public Sector Unions and the State
Government.

119