Management/Labour Relations And Its Effects On Productivity
(A Case Study Of Nitel Plc, Enugu)
Management-labour relations significantly impact productivity within organizations. When management fosters a collaborative and communicative environment, characterized by fair treatment, transparent policies, and opportunities for employee involvement, it cultivates a positive relationship with the workforce. This conducive atmosphere promotes trust, motivation, and a sense of belonging among employees, leading to higher morale and increased commitment to organizational goals. Conversely, strained relations marked by conflicts, grievances, or mistrust can hinder productivity, leading to absenteeism, turnover, and disruptions in workflow. Therefore, nurturing harmonious management-labour relations is imperative for optimizing productivity, as it creates a conducive work environment where employees feel valued, engaged, and motivated to contribute their best efforts toward achieving organizational success.
The choice of this topic study: Management/labour Relations and Its Effects on Productivity come up owing to the researcher’s desire to find out the effects relationship of mismanagement labour has on productivity in firms especially its concerns NITEL Plc, Enugu.
In order to find out this, questionnaire and personal interviews were used, such factors which should not be neglected like proper communications, the need for motivations allowing workers to participate in decision making especially in areas it concerns them.
The conclusion reached by the researcher is that both management labour has parts to play in any firms to increase relationship but a greater part is demanded from management who will win the loyalty of labour immediately they make them part and parcel of the firm.
This will increase relationship to both sides and hence productivity being in higher increase.
Title Page i
Approval Page ii
Dedication iii
Acknowledgement iv
Abstract vi
List of tables vii
Table of Contents viii
CHAPTER ONE
1.0 Introduction 1
1.1 Background of Study 1
1.2 Statement of Problem 5
1.3 Purpose of Study 7
1.4 Significance of Study 7
1.5 Scope of Study 8
1.6 Research Questions 9
CHAPTER TWO
2.0 Review of Literature 10
2.1 The Origin of the Office Machinery 11
2.2 The Reason for Modern Office 12
2.3 Modern Equipment as Compared withold Equipment in Secretarial Field. 13
2.4 Problems Secretaries Encounter in theuse of Modern Office Equipment. 16
2.5 Summary of the Related Reviewed Literature 17
CHAPTER THREE
3.0 Methodology 19
3.1 Research Design 19
3.2 Area of the Study 20
3.3 Population of the Study 20
3.4 Sample Size 21
3.5 Sources of Data Collection 21
3.6 Instrument Used 21
3.7 Method of Data Collection 22
3.8 Method of Data Analysis 23
CHAPTER FOUR
4.0 Presentation and Analysis of Data 25
4.1 Summary of Result 34
CHAPTER FIVE
5.1 Discussion of Results 36
5.2 Conclusion 38
5.3 Recommendations 40
5.4 Suggestion for Further Research Work 40
5.5 Limitation of the Study 41
References 42
Appendix 42
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The word management has been defined, as getting things done through people. It is a process of setting objectives, organizing resources to attain these predetermined goals, and then evaluating the results for purpose of determining future actions.
Hodgetts, (1990) said that management has for thousands of years been a key to success to individuals and civilizations alike.
Labour is one of the factors of production and consists of all human energy expended in the production and distribution of goods and services.
Nwachukwu (1988) opined that this definition includes all professional executives, all levels of employees and self employed people. According to the United States Bureau of census, the labour force includes all who are willing and able to work whether employed or self employed.
Productivity is the achieved set objectives in firm by the workers. It is the output of what the input of workers yield productivity when increased, favours the firms because this means that the predetermined goals of firm are realized but when it is decreased the firm is at loss and this affects both management and labour in the context of this research work, management should be seen as owners of business, firms of categories of management who participate in the setting objectives of firms and in the decision making, those who take leadership positions in such firms.
Labour in this work should be seen as those hired employees of a firm who takes directives from the management in carrying out their official duties, who have no hand in the decision and objective settings of the firm, who through the management gets done the work that should be done in order to achieve the set objectives.
These two groups, management labour are the two major groups, that exist in firms where goods and services are produced. These two groups must be built up effectively and efficiently in any firm for a harmonious work flow between labour and management.
Nwachukwu 91988) had to state that management must work harmoniously with employees and must therefore develop programmes and policies that will enable them to achieve the best results of the organizational goals, understands labour (Employees).
Most often management labour are in conflicting objectives. This comes in because management will always want higher productivity with minimal costs while labour will want to achieve higher price for its members through the instrumentality of labour unions. The conflicting objectives between labour management always result in strike action which causes loss of man-hour which results in decreased productivity.
The need to promote and improve good relationship between management cannot be over emphasized. In all managements, the management of human beings at work are the most complex. Management, therefore it needs to relate very well with labour in any firm like NITEL Plc. So that there will be no disruption to achieving the set objectives which will hinder productivity.
When labour is not satisfied with its management or management not satisfied with its labour, there is always a bridge to harmonious working in the firm and productivity suffers.
As a means of achieving industrial peace, high productivity and attainment of all organizational objectives, management should regard and treat labour as the greatest asset of the organization having their interest in mind and communicating them effectively.
All the factors of production in firms are useless and cannot yield anything without human direction and effort.
Labour should understand that employers would benefit and be happy if they should put in all their best to improve productivity and work towards that. They should see with the management in times of crisis in firms and maintain their loyalty with the management.
Management should equally know that their effective communication to labour through the trade unions, their involving them in decision making, motivating them, setting up an effective leadership will help to promote relationship between the two groups and productivity will be on the increase.
An aggrieved worker is usually depressed, has a suggesting or law morale and poor attitude to work which affects productivity.
Thus, there is need for harmonious understanding between management labour in any firm in order not to allow the firm to run into chains of problems which hinders productivity and efficiency.
This study therefore reviews the importance of good management labour relationship and its effects on productivity in a telecommunication firm hence NITEl Plc, Enugu as a case study.
1.2 STATEMENT OF THE PROBLEM
Many factors have been hindering the good relationship that should exist between management labour in many organizations which NITEL Plc is not an exception. This unhealthy relationship between management/labour has a force which hinders productivity which is the main goal of any oriented organization.
The neglect of workers’ interest as revealed in certain behaviours by workers of NITEl Plc, Enugu was observed by the researcher.
i. Employees may not be satisfied over the management’s attitude on the handling of performance appraisal system which is not taken into consideration in areas of training and promotion of staff.
ii. It is not clear whether there is any motivational incentives for the staff of NITEL Plc who stand as the key officers of the firm and are more exposed to risks in the course of discharging their duties.
iii. Ineffective trade union in NITEL Plc which does not represent the employees well in the management most often makes the workers feel that their interest is not protected by the trade union leaders on the management level.
iv. Employees spend a valuable man-hour discussing manager’s behaviour as it affects them and this attitude is likely to affect productivity which is the key objectives of setting up a firm.
1.3 PURPOSE OF THE STUDY
The purpose of this work is to identify how good management labour relations of NITEL Plc will help to bring to the knowledge of the management: specifically, the study seeks to investigate:
1. The dissatisfied state of the workers over the handling of performance appraisal records as it concerns promotion and training of staff.
2. The need for motivation in any firm especially as regards to the workers of NITEL Plc.
3. The incompetent trade unionism in the firm which does not make a good representative of the workers.
4. The need for good management labour relationship in a firm such as in NITEL Plc.
1.4 SIGNIFICANCE OF THE STUDY
This project work will be of immense benefit to NITEL management and also to other employers of labour, policy makes and those who want to get the desired result of setting up firms.
On the side of employees both at NITEL or any other organization, the work will help them to realize that employers need their honesty and loyalty in discharging their duties. This will help them (employees) to reap the benefits of where they work because when an organizational goals are achieved.
Furthermore this study will contribute to policy formulation that will provide checks on the interactions between management labour and creates an environment that will sustain established industrial harmony.
When the finding of this study are implemented by government or any organization, they will improve the relationship between the management and labour which will create efficiency and effectiveness and high productivity at the working places. It will also help to maximize human resources as much man-hour would be utilized in production than in an endless confrontation and dialogue.
1.5 SCOPE OF THE STUDY
This project work which uses NITEL Plc as the case study is carried out in NITEL Plc, Enugu, Enugu State.
The researcher took time to study the type of relationship that exists between labour/management of NITEL Plc and the effect this has on productivity of the firm.
1.6 RESEARCH QUESTIONS
The following research questions will guide the study:
1. Are the NITEL workers satisfied over the use of annual performance appraisal records by the management?
2. Are there some motivational incentives for the staff of NITEL Plc?
3. Does the performance of the trade union of NITEL Plc encourage or discourage workers?
4. Does the management of NITEL relate well with its employees?
Management/Labour Relations And Its Effects On Productivity:
Management-labor relations, often referred to as industrial or employment relations, play a crucial role in influencing productivity within an organization. The nature of the relationship between management and labor can have significant effects on the overall efficiency and effectiveness of a company. Here are some key aspects to consider:
- Communication and Trust:
- Positive management-labor relations are built on open and honest communication. When management and labor trust each other, it becomes easier to resolve conflicts, share ideas, and collaborate on improving productivity.
- Employee Engagement:
- Good labor relations can lead to higher levels of employee engagement. Engaged employees are more committed to their work, which can result in increased productivity.
- Workplace Conflict Resolution:
- Effective management-labor relations provide mechanisms for resolving conflicts. When disputes are addressed promptly and fairly, disruptions to work are minimized, and productivity is less likely to suffer.
- Collective Bargaining:
- In unionized environments, collective bargaining agreements between management and labor can directly impact productivity. These agreements often define working conditions, wages, and benefits, which can affect employee motivation and morale.
- Employee Motivation:
- A positive management-labor relationship can motivate employees to perform at their best. When employees feel valued and respected, they are more likely to put in the extra effort required for increased productivity.
- Job Security:
- Job security is an essential factor in employee motivation. When labor relations are stable, employees are less anxious about losing their jobs, which can lead to improved focus on work tasks.
- Training and Skill Development:
- Effective management-labor relations may result in more opportunities for training and skill development. When employees feel secure and valued, they are more likely to engage in training programs, which can enhance their skills and contribute to productivity.
- Work-Life Balance:
- Labor relations can also impact work-life balance. A more accommodating approach from management can lead to a better balance, reducing burnout and improving overall employee well-being and productivity.
- Innovation and Continuous Improvement:
- A harmonious relationship can encourage employees to contribute ideas for innovation and process improvement. When employees believe their suggestions are valued and implemented, it can lead to increased productivity.
- Turnover and Absenteeism:
- Poor labor relations can result in higher turnover rates and increased absenteeism. Frequent turnover and absenteeism disrupt workflow and reduce productivity.
- Legal Compliance:
- Adhering to labor laws and regulations is crucial for maintaining good relations. Failure to comply can lead to legal disputes, fines, and disruptions that negatively affect productivity.
In summary, the quality of management-labor relations can have a profound impact on an organization’s productivity. When these relations are positive, characterized by trust, communication, and mutual respect, it tends to lead to a more engaged and motivated workforce, reduced conflicts, and a better overall work environment—all of which contribute to increased productivity. Conversely, poor labor relations can result in disengaged employees, higher turnover, and inefficiencies that hinder productivity.