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Abstract
The purpose of the study is to examine the influence human resources development and employee job performance in FCMB, Aba, Road, Port Harcourt, and Rivers State. In the course of this study the primary and secondary data sourcing methods were adopted. The primary has to do with structured and unstructured questionnaire, personal interview and observation, while the secondary data were sourced from textbooks, journals, library materials, corporate magazines and internet materials. The population of the study is made up of 100 staff drawn from FCMB, Aba, Road, Port Harcourt, and Rivers State out of which a sample size of 80 respondents was drawn via Yaro Yemen’s formula. In findings it was revealed that there is a significant relationship between human resources development and employee job performance. Hence it is recommended that wages and other financial benefits of employees should be structured and upwardly reviewed by management for employees to improve on their level of productivity, employment of staff must be based on merit by human resource department in order to give room for best hands to work in the organization, management must encourage equity between effort put into the job and promotion to encourage hard work.
TABLE OF CONTENTS
TITLE PAGE i
COVER PAGE ii
DECLARATION iii
CERTIFICATION iv
DEDICATION v
ACKNOWLEDGEMENTS vi
ABSTRACT viii
TABLE OF CONTENTS ix
CHAPTER 1 1
INTRODUCTION 1
1.1BACKGROUND OF THE STUDY 1
1.2 STATEMENT OF PROBLEMS 3
1.3 OBJECTIVES OF THE STUDY 3
1.4RESEARCH QUESTIONS 4
1.5SIGNIFICANCE OF THE STUDY 4
1.6SCOPE/ LIMITATION OF THE STUDY 5
1.7 DEFINITION OF TERMS 5
CHAPTER 2 7
LITERATURE REVIEW 7
2.1 CONCEPTUAL FRAMEWORK 7
2.1.1 CONCEPT OF HUMAN RESOURCES DEVELOPMENT 7
2.1.2 DIMENSIONS OF HUMAN RESOURCES DEVELOPMENT 9
2.1.3 THE NEED FOR HUMAN RESOURCES DEVELOPMENT 10
2.1.4 PROBLEMS OF HUMAN RESOURCE DEVELOPMENT 11
2.1.5 PROBLEMS, ISSUES AND TRENDS IN HUMAN RESOURCE MANAGEMENT IN NIGERIA 12
2.1.6 CHANGING DEMANDS OF THE EMPLOYERS 14
2.1.7 MEANING OF EMPLOYEE JOB PERFORMANCE 17
2.1.4 MEASURES OF EMPLOYEE JOB PERFORMANCE 18
2.1.8 HUMAN RESOURCESDEVELOPMENT AND EMPLOYEE JOB PERFORMANCE 19
2.2 THEORETICAL FRAMEWORK 21
2.2.1 UNIVERSALISTIC THEORY 21
2.2.2 CONTINGENCY THEORY 22
2.2.3 CONFIGURATIONAL THEORY 23
2.3 EMPIRICAL FRAMEWORK 24
CHAPTER THREE 26
RESEARCH METHODOLOGY 26
3.1RESEARCH DESIGN 26
3.2POPULATION OF THE STUDY 26
3.3SAMPLE AND SAMPLING TECHNIQUES 26
3.4 QUESTIONNAIRE DESIGN 27
3.5SOURCES AND METHOD OF DATA COLLECTION 27
CHAPTER 4 29
DATA PRESENTATION AND ANALYSIS 29
4.1DATA COLLECTION AND PRESENTATION 29
4.2 DATA ANALYSIS 30
4.2 DISCUSSION OF FINDINGS 34
CHAPTER 5 36
SUMMARY, CONCLUSION AND RECOMMENDATIONS 36
5.1 SUMMARY 36
5.2 CONCLUSION 36
5.3 RECOMMENDATIONS 37
REFERENCES 40
APPENDICES II 44
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In today’s competitive business world, it is understood that organizations can only compete with their rivals by innovating. Organizations can only innovate by managing their human resources well (Kuvaas, 2006).
Organizational Performance has to do with accomplishment standard of accuracy, completeness, cost and speed. Performance is seemed to be the fulfillment of an obligation in a manner that release the performer from all liabilities under the contract. This means that an employee must be properly, evaluated in term of their productivity, skills taken decision and total commitment to their job so as to enable the organization to achieved expected goals (Kuvaas, 2006).
The human resource system can become more effective by having a valid and accurate appraisal policy used for rating performances of the employees. Unfortunately, in Nigeria today, the number of organizations using an effective performance appraisal policy is limited (Yalcin, 2002).
Human resource has been subject of thought and reflection in the field of management for a long time, only recently, however that the link between organizational competitiveness and human resource development issues, seem to have received attention, where human development has developed different approaches, in identifying the benefit of the perception against the traditional human resource management, which is a drive towards a development Aniagbo (1984).
Human resource is now evolving approach that promotes the use of human, natural and financial resources to improve the economy, the environment and society in an integrated way for the benefit of current and future generations.
Human resource can be defined as the practice of reserving resources for future generation without any harm to the nature and other components of it. Apple (1998) human resource development ties together concern for the carrying capacity of natural systems with the social, political, and economic challenges faced by humanity human resource science is the study of the concepts of human resource development and environmental science. There is an additional focus on the present generations responsibility to regenerate maintain and improve planetary resources for use by future generations.
The greatest asset of any organization is its human resources that ensure that achievement of the company’s goals and objective (source: Human resource Article 2012) it is unfortunate that most company’s organization have neglected the development and management of their chief asset which is human resource Ogbodo (2007). According to Ubeku, (1995) human development is the function within an organization that focused on recruitment of management and providing direction for the people who work in the organization. It is also a strategic and comprehensive approach of managing people and the work place culture and environment Ubeku, (1995). Effective human resource management enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives Fatunla, (2000). Human resources development is administrative activities associated with human resources planning, recruitment selection orientation training appraisal motivation and also a functions within an organization that focuses on people Graham, (1994).
Employee job Performance is defined as financial, customer based, internal process and learning and growth performance. From the foregoing, the study is intended to examine the relationship between human resources development and organizational performance.
In recent years, it has been noted that good number of business establishment are having poor productivity as a result of lack of effective and efficient human resource. Business is full of uncertainty and the understanding of labour contribution or human resources development is vital for management especially in the areas of boosting employee job performance, productivity and as well its profitability Ubeku, (1995).
1.2 STATEMENT OF PROBLEMS
Both public and private organizations in Nigeria contribute to the wrong utilization of available human resources. This is because graduates are employed in areas where they lack expertise. The management of some organization does not seem to know the importance of training and development on employee performance Ubeku, (1995). Some management believes that if workers have acquired education, there is no need to train again. Provisions of welfare facilities are not given adequate attention in some organization despite many policies being put in place to ensure workers productivity and efficiency and to possibly stamp out ethical practices in the public sector especially.
Problems identified in the study are Poor staff training, Lack of staff development and Inadequate employee coaching. Therefore, this study intends to solve the problems of human resources development and organizational competitiveness which many researchers has tried to look into over the years.
1.3 OBJECTIVES OF THE STUDY
The main objective of the study is to examine human resources development and organizational performance. The specific objectives are as follow:
i. To examine the relationship between staff training and employee performance.
ii. To examine the relationship between staff development and employee performance
iii. To examine the relationship between coaching and organizational employee performance.
iv. To examine the relationship between organizational culture and employee performance
1.4 RESEARCH QUESTIONS
The following question shall be use in the course of this research study.
i. What is the relationship between staff training and employee performance?
ii. What is the relationship between staff development and employee performance?
iii. What is the relationship between coaching and employee performance.
iv. To what extent does organizational culture influence the relationship between human resource development and employee performance?
1.5 SIGNIFICANCE OF THE STUDY
This research has determined to examine human resources development and employee performance.
The significance of this work lies on the fact that it will help human resources managers improve employee performance in their organizations.
The study is focused towards gaining a detail insight on human resources development and employee performance. This research project will be beneficial to the business organizations, government, and people in the society who have quest for more knowledge on human resources development and employee performance.
The study is also intended to provide a benchmark for business managers in Rivers State. Finally, this study will be of benefit to the students of Ken Saro-Wiwa Polytechnic and other institutions of higher learning on the insight oo human resources development and employee performance.
1.6 SCOPE/ LIMITATION OF THE STUDY
The study has examined human resources development and employee performance. The study limits scope to some FCMB Aba, Road Port Harcourt.
The study is limited to the following limitations:
The level of frankness in response to questions by the respondents is quite doubtful.
Finance: Accessing fund for the research work as difficult and this to a great extent limited the quality of research activity.
Time: The time allocated to the research work was not sufficient to give room for further intensive work on the field of study.
Organization Policy: Policies of the organization limited the level of information received. The personnel of the firms were not willing to give information, stating that it was against the organization’s policy.
1.7 DEFINITION OF TERMS
The researcher took the pains in giving the definitions of some uncommon terms used in this study; this is done in order to make it possible for the project work to have the full of human resources development.
The following are some of the related terms used in the study:
Human Resources Development: It is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities.
Organization: An organization or organization (see spelling differences) is an entity, such as an institution or an association that has a collective goal and is linked to an external environment.
Organizational: Is a combination of people or individuals efforts working together in purse of common goals. They are made of people, purpose, structure; they utilize technology, common values systems operate in the context of internal and external environment, leadership styles.
Performance: Is an act of performing carrying into executive or action, achievement accomplishment representation by action. INDUSTRIAL CONFLICT STRATEGIES AND ORGANIZATIONAL SUSTAINABILITY OF AGIP OIL COMPANY PORT HARCOURT, RIVERS STATE
Abstract
This study ,examines the relationship between conflict strategies and Organizational sustainability of Agip Oil Company Port Harcourt, Rivers State in selected hospitality Firms in Rivers State. The main purpose of the study is to examined the relationship between avoiding strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State, to determine the relationship between collaborating strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State and to ascertain the relationship between accommodating and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State. In course of caring out the study, the primary and secondary data sourcing method were adopted. The primary data has to do with structure and unstructured questionnaire personally interview and observation while secondary has to do with existing text, material on subject matter, journals corporate magazine, internet and library. The population of the study is 120. The sample size of ninety six (96) respondents was drawn from using the Taro Yemen formula while. The finding of the study revealed that there is no significant relationship between conflict strategies and Organizational sustainability of Agip Oil Company Port Harcourt, Rivers State. Base on the finding it is recommended that the universal declaration governed by industrial conflict strategies on the premise management of organization should ensure and equitable treatments of employees, the support of any organization is dependent on the level of human capital sustainability. It behaves management to treat the intellectual capital as being rather than as robot and organization should bureaucratic bottle neck in terms of promoting the employee welfare.
Table of Contents
Title Page i
Cover Page ii
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background to the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 5
1.4 Research Question 5
1.5 Research Hypotheses 6
1.6 Significant of the Study 6
1.7 Scope/Delimitation of the Study 7
1.8 Definition of Related Terms 8
CHAPTER 2 10
LITERATURE REVIEW 10
2.1 Conceptual Framework 10
2.1.1 Concept of Industrial conflict strategies 11
2.1.2 Dimensions of Industrial conflict strategies 21
Collaborating Strategy 22
2.1.3 Concept of Organizational sustainability 22
2.1.4 Measures of Organizational sustainability 24
2.1.5 The Relationship between Industrial conflict strategies and Organizational sustainability 27
2.2 Theoretical Framework 28
2.3 Empirical Review 30
CHAPTER 3 35
RESEARCH METHODOLOGY 35
3.1 Research Design 35
3.2 Population of the Study 36
3.3 Sampling Techniques 36
3.4 Sample Size Determination 37
3.5 Source and Method of Data Collection 38
3.6 Methods of Data Collection 39
3.7 Questionnaire Design 41
3.8 Data Analytical Techniques 41
3.9 Reliability and Validity 42
CHAPTER 4 44
DATA PRESENTATION AND ANALYSIS 44
4.1 Data Collection and Presentation 44
4.2 Data Analysis 45
4.3 Hypotheses Testing 49
Test Statistics 50
Test Statistics 52
Test Statistics 53
4.3 Discussion of Findings 54
CHAPTER 5 57
SUMMARY, CONCLUSION AND RECOMMENDATION 57
5.1 Summary 57
5.2 Conclusion 57
References 59
Appendix I 65
Appendix II 66
List of Tables
Table 4.2: showing the age of respondents Error! Bookmark not defined.
Table 4.3: Showing the Gender/Sex of Respondents Error! Bookmark not defined.
Table 4.5: Showing the Marital Status of Respondents Error! Bookmark not defined.
Table 4.6: Conflict avoiding strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State hospitality industry in Rivers State Error! Bookmark not defined.
Table 4.4: Showing the Educational Qualification of the Respondents Error! Bookmark not defined.
Table 4.7: Collaborating strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State hospitality industry in Rivers State Error! Bookmark not defined.
Table 4.8: Accommodating strategy influences organizational sustainability of Agip Oil Company Port Harcourt, Rivers State hospitality industry in Rivers State Error! Bookmark not defined.
Table 4.1: Questionnaire Administration and Retrieval Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
Test Statistics Error! Bookmark not defined.
List of Figures
2.1.5 The Relationship between Industrial conflict strategies and Organizational sustainability of Agip Oil Company Port Harcourt, Rivers State 27
CHAPTER 1
INTRODUCTION
1.1 Background to the Study
Organizational sustainability is an approach that creates long-term stakeholder value by implementing a business strategy that considers every dimension of how a business operates in the ethical, social, environmental, cultural, and economic spheres. It also formulates strategies to build a company that fosters longevity through transparency and proper employee development. Organizational sustainability is an evolution on more traditional phrases describing ethical corporate practice. The phrase is derived from two keys sources. This desire to grow without damaging future generations’ prospects is becoming more and more central to business philosophies. One way an organization can perform is through industrial conflict strategies. Conflict occurs between people in all kinds of human relationships and in all social settings. Because of the wide range of potential differences among people, the absence of conflict usually signals the absence of meaningful interaction. Conflict by itself is neither good nor bad. However, the manner in which conflict is handled determines whether it is constructive or destructive (Deutsch and Coleman, 2000).
Conflict is defined as an incompatibility of goals or values between two or more parties in a relationship, combined with attempts to control each other and antagonistic feelings toward each other (Fisher, 1990). The incompatibility or difference may exist in reality or may only be perceived by the parties involved. Nonetheless, the opposing actions and the hostile emotions are very real hallmarks of human conflict. Therefore, it is essential to understand the basic processes of conflict so that; we can work to maximize productive outcomes and minimize destructive ones. This review describes some common sources of conflict, the nature of conflicts in modern organizations, and the general strategies of approaching conflict that are available.
Robbins and Judge (2009) defined conflict as ‘’ a process that begins where one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about’’. This is a very apt definition, emphasizing that conflict is about perceptions, not necessarily real hard facts. It points to the emotional nature of conflict, by referring to a word like ‘’care’’, it states that more than one party is involved and that there may be a future component attached to it.
Shapiro (2006) in relation to the above states that, conflict is a process of social interaction. It involves a struggle over claims to resources, power, status, beliefs, preferences and desires. Darling and Walker (2007) linked this idea to the organization by stating that, even when conflict is a natural phenomenon in social relations (as natural as harmony), it can nevertheless be managed within organizations. They add that conflict may have both positive as well as negative consequences within the organization, the submission above blend with the fact that, conflict can never be totally eliminated within organizations but can be efficiently managed in order to move organizations to greater height and sustainability level.
Organizations, be it public or private, small or big exist essentially to achieve certain economic social or political objectives. These objectives may be in form of profit making, provision of services production of goods and increases in sales turnover etc. however these objectives can only be achieved when human resources are employed to utilize other resources such as raw materials, machineries, money and information. (George and Jones 1996) organization is made up of different people with different attitude, beliefs, abilities and personality therefore a conflict is inevitable.
There is no organization that can effectively carry out its day to day activities without encountering some form of conflict. From the foregoing therefore, the study seeks to examine the relationship between industrial conflict strategies and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State of hospitality firms hospitality industry in Rivers State.
1.2 Statement of the Problem
Expanding industrial activities have been ascribed incompletely as casualisation of specialists (Kalejaiye, 2014). Taking the hospitality firms as a case, as related to the extent to which the issue can be seen.
Considering the impart of conflict in an organization and how people view the concept it becomes imperative for such a research work to be carried out in order to help organization in the formation of appropriate resolution strategies. This study also seeks to explain the effectiveness of conflict in organization and also the harmony available in managing the conflict. Numerous organizations in Nigeria are tormented by a bunch of issues and illnesses created by wasteful and incapable administrative style or strained relationship amongst administrators and the worker’s party (Fapohunda, 2012). It is against these problems that, this study empirically evaluates the relationship between industrial conflict strategies and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State of hospitality firms hospitality industry in Rivers State.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between industrial conflict strategies and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State. The specific objectives of the study are to:
1. Examine the relationship between avoiding strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
2. Determine the relationship between collaborating strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
3. Ascertain the relationship between accommodating and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
1.4 Research Question
The following research questions were proposed to guide the study.
1. Does conflict avoiding strategy associate with organizational sustainability of Agip Oil Company Port Harcourt, Rivers State?
2. To what extent does collaborating strategy influences organizational sustainability of Agip Oil Company Port Harcourt, Rivers State?
3. Does accommodating strategy influences organizational sustainability of Agip Oil Company Port Harcourt, Rivers State?
1.5 Research Hypotheses
The following research hypotheses were formulated to guide the study;
H01: There is no significant relationship between avoiding strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
H02: There is no significant relationship between collaborating strategy and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
H03: There is no significant relationship between accommodating and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
1.6 Significant of the Study
The relevant of this study rest in the importance to stakeholders in the organization. This study will assist organizational managers on the tools techniques to employ in managing conflict in their respective organizations in the hospitality industries. This study is pertinent to trade unionist in their respective organizations. This study is justified because it will assist in the stability and relative profitability in the organization particularly in the period of economic recession. This study will also contribute in enriching the literature in industrial relations particularly in management sciences in general.
1.7 Scope/Delimitation of the Study
The study is delimited under the following headings; content scope, geographical scope and unit of analysis.
Content Scope: The content of this study involves on investigation to ascertain the relationship between industrial conflict strategies and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State of hospitality Firms hospitality industry in Rivers State.
Geographical Scope: This study is delimited to organizational sustainability of Agip Oil Company Port Harcourt, Rivers State of hospitality Firms hospitality industry in Rivers State.
Unit of Analysis: The unit of analysis involved the staff at the terms of carrying this study. The scope of this study is to ascertain the relationship between industrial conflict strategies and organizational sustainability of Agip Oil Company Port Harcourt, Rivers State.
In carrying out an investigation of this nature the researcher must of necessity be faced with some constraints.
Firstly, the time constraints, the time frame provided for this study was short.
Secondly, Financial constraints. Usually, a study of this nature involved some level of expenditure therefore; finance was also a limiting factor.
Thirdly, Poor response from the respondent and inability to access the entire population of the study. In the next segment significance of the study will be discussed and lastly, poor measurement instrument.
1.8 Definition of Related Terms
Accommodation
It involves giving in to the other’s wishes or smoothing the choppy waves of a conflict. It is seen as the process by which people change their language behavior to be more or less similar to that of the people with whom they are interacting.
Avoidance INDUSTRIAL RELATIONS PRATICES AND CORPORATE PERFORMANCE IN BUSINESS ORGANIZATIONS IN RIVERS STATE
(A CASE STUDY OF FCMB, BORI BRANCH)
Abstract
The study examined the relationship between industrial relation practice and corporate performance of FCMB Bori. In this study, the survey research design was employed. The population of the study is designed to constitute all management and junior staff of selected FCMB, Bori, Rivers State. The population of the study was 28. A self-designed questionnaire on industrial relation practices and corporate performance was used and administered for the collection of data from the respondents in FCMB, Bori, Rivers State. The Taro Yemens formula was used to determine the sample size of 22. The method used to analyze the data was simple percentage method stated in tables and expressed in percentage. Mental environment, social environment and physical environment enhances corporate performance of selected deposit money banks in Port Harcourt. Based on the finding of the study, we recommend that 3. That management should regularly device a means in which employees demand will be met on time in order to avoid job dissatisfaction which will have a negative impact on the performance of its employees and the organisation as a whole, tThat employer should take initiatives to motivate employees by improving work environments and that management should improve the system of communication with their
TABLE OF CONTENTS
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 4
1.4 Research Questions 4
1.5 Significance of the Study 5
1.6 Scope of the Study 5
1.7 Definition of Terms 6
CHAPTER TWO 7
LITERATURE REVIEW 7
2.1 Conceptual Review 7
2.2 Theoretical Framework 7
2.2.1 Unitarist Theory 7
2.2.2 Pluralist Theory 9
2.2.3 Process Theory 10
2.3 Review of Literature on Study Variables 11
2.3.1 Concept of Industrial Relations Practices 11
2.3.2 Dimensions of Industrial Relations Practices 14
2.3.3 Concepts of Corporate Performance 15
2.3.4 Measures of Corporate Performance 16
2.4 Empirical Framework 18
CHAPTER THREE 21
RESEARCH METHODOLOGY 21
3.1 Research Design 21
3.2 Population of the Study 21
3.3 Questionnaire Design 22
3.4 Source and Method of Data Collection 22
3.5 Sample and Sampling Techniques 23
3.6 Data Analytical Techniques 24
3.7 Reliability and Validity 24
CHAPTER 4 25
DATA PRESENTATION AND ANALYSIS 25
4.1 Data Collection and Presentation 25
4.2 Data Analysis 26
4.3 Discussion of Findings 29
CHAPTER 5 31
SUMMARY, CONCLUSION AND RECOMMENDATIONS 31
5.1 Summary 31
5.2 Conclusion 31
5.3 Recommendations 32
References 33
Appendix I 36
Appendix II 37
List of Table
Table 4.1: Questionnaire Administration and Retrieval 25
Table 4.2: Sex of Respondent 26
Table 4.3: Age of Respondent 26
Table 4.4: Educational Qualification 27
List of Figures
Fig. 2.1 A Conceptual Framework Showing the Relationship between Industrial relations and Corporate Performance 7
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Corporate Performance in business organizations has been strongly influenced by the rise of the balanced scorecard framework. It is common for managers to use the balanced scorecard framework to clarify the goals of an organization, to identify how to track them, and to structure the mechanisms by which interventions will be triggered. Corporate Performance (CP), is an increasingly important concept used to ensure the private sector has a positive impact on communities, employees and consumers. This is especially so in geographies where basic governance, the rule of law and accountability mechanisms are lacking or limited, (Hilmer, 1994). Corporate Performance, also commonly referred to as enterprise performance management or business performance management (BPM), is a business methodology that promotes the ongoing tracking and measurement of the performance of an entire organization as a whole (as opposed to a specific department or business unit, or even an individual employee), (Hoover, 2006).
Organizations have an important role in our daily lives and therefore, successful organizations represent a key ingredient for developing nations. Thus, many economists consider organizations and institutions similar to an engine in determining the economic, social and political progress. Continuous performance is the focus of any organization because only through performance organizations are able to grow and progress. Thus, corporate performance is one of the most important variables in the management research and arguably the most important indicator of corporate productivity.
The relationship between the employers and employees and trade unions is called industrial relations. Harmonious relationship is needed for both the employers and employees to safeguard the interests of both parties of production. Strong industrial relation practice has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labourers. Katz, Kochan and Weber (1982) pinpoints that the slowdown in productivity growth and sluggish macro-economic performance in recent years has drawn increasing attention of the system of industrial relations and various strategies for improving corporate performance.
In support of the above, Armstrong (2009) posits that, the decline in industrial relations and collaborations between employees and employers threatens the survival of corporate performance. Cooper et al. (2012) studied empirically the factors affecting employer-union and employer-employee cooperation, noting that more cooperative relations were often considered to be conducive to higher corporate performance. Their statistical results included findings that lower union densities; fewer union members relative to total staff were associated with more cooperative relations between employers and employees.
None of the studies above has examined the relationship between industrial relation practice and corporate performance in Nigeria. This has created a literature gap. The intent of this paper therefore is to investigate the relationship between industrial relation practice as predictor variable and corporate performance as a criterion variable in Port Harcourt.
1.2 Statement of the Problem
Organizations where industrial relations practice are strained; the organizations have to face lot of problems. The atmosphere of such organizations is always surcharged with industrial unrest leading either to strikes or lockouts adversely affecting the organization performance. Organizations which ignore the importance of industrial relations face high cost of production. Adverse effect on efficiency, low-grade production, negligence in the execution of work, absenteeism among workers and high rate of labour turn-over are the evil that result from poor industrial relations practice. Lack of cordiality in industrial relations practice not only adversely affects the interests of the labourers and employers but also cause harm to different sections of society.
Despite the importance of industrial relation practice on corporate performance, studies have review that there is lack of understanding of this concept due to scarcity of studies. According to Englama (2010) there is little theoretical or empirical work that attempts to relate industrial relations outcomes to corporate performance and worker goals. Thus, industrial professionals are currently in a poor position to forecast or explain how various change strategies might influence corporate performance and, perhaps more importantly, are poorly equipped to evaluate the effects of these change efforts. Most of the studies that examined these variables were carried out outside the content of Nigeria; it is this gap, which my study in tends to fill by examining critically the relationship between industrial relation practice and corporate performance in Nigeria. Hence, the study seeks to examine the relationship between industrial relation practices and corporate performance of FCMB, Bori, and Rivers State.
1.3 Objectives of the Study
The primary purpose of this study will be to empirically evaluate the relationship between industrial relation practice and corporate performance of FCMB, Bori, Rivers State. The study is aimed at achieving the following objectives:
1. Examine the relationship between industrial democracy and corporate performance of FCMB, Bori, Rivers State.
2. Examine relationship between social justice and corporate performance of FCMB, Bori, Rivers State.
3. Examine the relationship between conflict resolution system and corporate performance of FCMB, Bori, Rivers State.
1.4 Research Questions
Based on the problem statement and specific objectives of the study, the following research questions will be developed.
1. What is the relationship between industrial democracy and corporate performance of FCMB, Bori, Rivers State?
2. What is the relationship between social justice and corporate performance of FCMB, Bori, Rivers State?
4. What is the relationship between conflict resolution system and corporate performance of FCMB, Bori, Rivers State?
1.5 Significance of the Study
This research seeks to justify the reasons of the significance of industrial relation practice on corporate performance among Nigerian workers at the National, States and local government area levels including the public and private sector. The parties that shall benefit from the study are as follows: To the researcher, the study gives the researcher a fair understanding of the impact of industrial relations on corporate performance and productivity.
To the Organization, the research unleashes and provides managers and employers with a clear understanding on the importance or benefits of industrial relations practices so that the organizations remains productive and firm over the emerging business environment which is encompassed with inherent disputes and to Nigerian University, Lecturers and students shall use this study as a reference point when carrying out similar research.
To Academics, the research shall add knowledge on the already existing body of knowledge in relation to the impact of industrial relations practices on corporate performance and lastly, to the organizations, the research shall help in the implementation of sound industrial relations practices in some organizations.
1.6 Scope of the Study
Content Scope: The theoretical area that was covered in this study was restricted to literature on industrial relation practice and corporate performance.
Study Unit Scope: Elements that will constitute the study population as well as subjects that will be drawn from the sampling frame will be senior officers and junior staffs of FCMB Bori.
Geographical Scope: The geographical scope is Port Harcourt.
1.7 Definition of Terms
Industrial relations: These are complex interrelations among the state, employer and the employees’ representatives, working towards achieving the same goals, mission and values with the state being the regulator of the relationship.
Organization Performance: The term depicts the output or results as measured against the effort, input, capital, leadership and all other corporate processes.
Product quality: The ability to produce a perfect product on the first try.
Efficiency: Achievement of set objectives with set or stipulated resource.
Effectiveness: Achievement of set goals or objectives as stipulated.
Customer satisfaction: Customer satisfaction is how customer can get more benefits than their cost.
Social justice: implies looking at fairness beyond individual justice.
Industrial democracy: means the application of democratic principles in managing industrial units.
This study argues that “avoidance” in some instances, be recognized as an active form of industrial conflict strategies.Thus, avoidance is a maladaptive form of coping that involves changing our behavior to try to avoid thinking or feeling things that are uncomfortable.
Collaboration
Collaboration is the process of two or more people or organizations working together to complete a task or achieve a goal.
Management
The process of dealing with or controlling things or people. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources.
Sustainability
Sustainability means meeting our own needs without compromising the ability of future generations to meet their own needs. In addition to natural resources, we also need social and economic resources.
Incompatibility
The condition of two things being so different in nature as to be incapable of coexisting. The fact that two things are so different that they cannot both happen, be correct, or be accepted at the same time