Trade unions encounter conflicts in their work environment which are referred to as trade disputes. Nigerian laws have provided legal, institutional and administrative mechanisms for the resolution of trade disputes like the
Industrial relations has become one of the most delicate and complex problems of modern industrial society. With advancement in communication and information technology, the way work is organised and performed in organisations has really improved. Advancement in technology has also changed the relationship that had earlier existed between the employers and the employees. In the modern and competitive organisation, there is neither total monopoly of power by employers nor with the employees. However, social divide, which had favoured owner or employer at the expense of the employees, domination and difference in interest and values are still sources of conflicts in all organisations (Dauda
It is imperative to note that the central issue of industrial relations is how to attain and maintain maximum or optimum levels of productive efficiency and how to share the economic returns. There are divergences in the objectives and roles of the parties involved in the production process, that is, the employers and employees. While employers seek to maximise their profits, the employees strike through their trade unions to set equitable share in the profits which their labour has helped to generate. As a result of these differences and conflicting interests that are at play in at the organisations, problems are bound to arise.
As workers desire recognition, satisfaction, fair wages and salaries, job security, redress of wrongs and good working conditions in like manner, the employers seek to secure labour at the price that allows a reasonable margin for investment and further expect an uninterrupted production and distribution of goods and supply of services which is planned on a calculated cost and risk (Audi
The problem is why is it that for the past two decades conflicts keep recurring in our universities among these actors despite the mechanisms put in place to maintain unity and cordial relations in order to achieve set objectives in the Nigerian university system?
Other questions that the study addressed are:
Are the industrial relations mechanisms effective in trade disputes settlement between the management and ASUU in Ahmadu Bello University (ABU), Zaria? Are there breaches of disputes settlement process by ASUU or management in ABU, Zaria? Are agreements reached and signed by disputed parties implemented in ABU, Zaria? What are the effects of non-implementation or compliance with collective agreement in ABU, Zaria?
The central objective of this research work was to evaluate the effectiveness of mechanisms for resolving trade disputes and reasons responsible for recurring trade disputes in ABU, Zaria.
In order to achieve the objectives stated above, the following hypotheses have been formulated:
H01: Industrial relations process does not promote industrial harmony in ABU, Zaria. H02: Breach of collective agreement does not lead to trade disputes in ABU, Zaria.
For the purpose of this study, the researchers adopted the survey and documentary research method. The researchers made use of oral interview, questionnaire textbooks, internet, journals and other published and unpublished materials. In order for the researchers to analyse data collected, the use of qualitative and quantitative method was explored using chi-square (χ2) statistical tool to test the hypothesis.
The population size of the research work covers all the ASUU members and management staff of ABU, Zaria. The entire population of study covered 1695 management and academic staff members of ABU, Zaria (office of the Registrar of ABU, 2015).
Sample population is drawn using the Steely Yamane (
where:
Based on the Yamane’s formula computed above, the sample size for this study is 182. Questionnaires were therefore administered using stratified sampling technique to management and ASUU members in ABU, Zaria. This technique is considered best for this study because the researcher is dealing with two subgroups, that is, ASUU members and the management staff, which may have different views or opinions about the variables under study. Also, purposive sampling technique was adopted because the participants selected were information-rich in terms of the purpose of the study.
The concept ‘industrial relations’ comprises two terms: ‘industry’ and ‘relation’. Industry has been defined in Section 2 (j) of the
Trade dispute has been defined by Section 55 of the
According to Folayan (
In summary, according to Folayan ( collective bargaining, which is a voluntary process the statutory procedure embodied in the
The issue of industrial relations is of great concern to scholars in the field of administration and law. Various studies have been undertaken to determine the contributions of industrial relations to the sustainability and advancement of organisation. Some of these studies are reviewed in this section.
Ajibua (
With this general caveat in mind, we shall see in this study how our theoretical framework can be adopted in promoting industrial harmony between the management and ASUU in the university system.
Sule (
The propounder of the conflict management theory is Mary Parker Follett (1868-1933). Follett in Ngu (
According to Follett, conflict resolution through domination is not the best option for any organisation because this would entail victory of one actor over the other. It would require the use of force and suppression of the weaker actor by the strong. Using this approach in conflict resolution does not mean victory has gone to the right party or that it has marked the end of the conflict.
Follett also recognised compromise as an alternative method of conflict resolution in an organisation. Under this method, each actor in the conflict situation surrenders certain values or interest in order for peace to reign. She warns that a conflict resolved through this method is not the best because it may suspend the conflict, yet a greater magnitude of the problem is likely to resurface in either the same form or in an entirely different manner.
Integration is the third method of conflict resolution as recommended by Mary Parker Follett. She approved the integration method as the best method for conflict resolution in organisations. To resolve a conflict through integration, each actor has to recognise the importance of x-raying all the various aspects of the conflict to be put forward for discussion, usually in a round table conference.
The relevance of this theory to this study lies in the fact that our universities consist of people who come together with the intention or purpose of achieving a given task; as such, conflict is inevitable in such arena. As suggested by Follett, conflict can be resolved through either of the following methods: domination, compromise and integration.
The Nigerian universities are made up of actors (lecturers and management) who must interact together for the purpose of achieving the system objectives and goal. In the course of interaction, differences in ideas or opinions on a given situation may arise which if not properly handled might result in trade dispute. However, the need for the survival and continuity of the universities means that conflicts need to be handled in such a way that the actors involved do not necessarily bring about severe and damaging consequences to the system.
Analysing the conflict resolution methods, the domination approach by management might not bring the expected industrial harmonies to the Nigerian university system. This is because the attitudes to win all for one selves (management) and deny any for the other party (ASUU) will not augur well in trade disputes settlement. More so, the compromise approach (though preferable to domination) shows the readiness of the actors to find a common ground for a solution. However, based on Follet’s postulations, the researchers are of the opinion that the best of all is the integration approach because the divergent interests or demands of these actors are critically analysed or put forward for discussion in a round table conference with the aim of coming out with lasting solution to the cause of the dispute. Therefore, if the actors in our university system can integrate their demands with the intention of proffering solutions to crises that have characterised our universities for more than two decades, the industrial harmony that has eluded the system will be restored again. This will create room for progress and sustainability in our educational system.
A total number of 182 questionnaires based on the sample size selected were administered to both management staff and ASUU members in ABU, Zaria in order to obtain relevant information with regard to how effective conflict resolution mechanisms are in achieving industrial harmony in the Nigerian universities with particular reference to ABU, Zaria. Out of these 182 questionnaires administered, 115 representing 63% were filled and returned, while 67 of the questionnaires representing 37% were not returned.
Accept the null hypothesis (H0), if chi-square (χ2) calculated value is less than χ2 tabulated and reject the alternative hypothesis (H1). However, if χ2 calculated is greater than χ2 tabulated, reject null hypothesis (H0) and accept alternative hypothesis (H1).
Position.
Options | Frequency | Total frequency (%) |
---|---|---|
Principal officer | 3 | 3 |
Lecturer | 112 | 97 |
Years in service.
Options | Frequency | Total frequency (%) |
---|---|---|
1–10 years | 54 | 47 |
Above 10 years | 61 | 53 |
As shown in
Under this variable, the respondents were asked whether collective bargaining has helped in enhancing industrial harmony in their university. The results show that collective bargaining is an effective mechanism in enhancing industrial harmony. This was opined by the 104 (90%) of the respondents who agreed that collective bargaining has helped in enhancing industrial harmony in ABU, Zaria. Therefore, these responses go contrary to the null hypothesis 1 which states that ‘industrial relations mechanism process does not promote industrial harmony in ABU, Zaria’. This goes in line with one aspect of the theoretical framework adopted in this study as propounded by Mary Parker Follett (integration), while 11 (10%) responded in favour of the postulated null hypothesis.
Under this variable, the respondents were asked to comment on the degree to which they think collective bargaining has helped in promoting cordial relation between management and ASUU in their university. Twenty (17%) of the respondents believed that the degree to which collective bargaining has helped in promoting industrial harmony is very high, while 79 (69%) of the respondents opined that the degree to which collective bargaining has helped in promoting industrial harmony is high. Fourteen (12%) of the respondents agreed that the degree to which collective bargaining has helped in promoting industrial harmony is low in ABU, Zaria. Only two (2%) of the respondents opined that the degree to which collective bargaining has helped in promoting industrial harmony is very low in ABU, Zaria. These responses go contrary to the null hypothesis 1 which states that ‘industrial relations mechanism process does not promote industrial harmony in ABU, Zaria.
The respondents were asked under this variable whether most industrial disputes between the management and ASUU were resolved through collective bargaining in their university. Eighty-three (72%) of the respondents agreed that most industrial disputes between the management and ASUU in ABU, Zaria, were resolved through collective bargaining, while 32 (28%) of the respondents believed that most industrial disputes between the management and ASUU in ABU, Zaria, have not been resolved through collective bargaining.
Under this variable, the respondents were asked whether the intervention of mediators and conciliators in disputes resolution has helped significantly in promoting cordial relations between the management and ASUU in their university. The results show that mediation and conciliation are effective mechanisms in promoting cordial relations between the management and ASUU. This was opined by 97 (84%) of the respondents who agreed that intervention of mediators and conciliators in disputes resolution has helped significantly in promoting cordial relations between the management and ASUU in ABU, Zaria. This goes contrary to postulated null hypothesis 1 (see
Hypothesis testing one.
Observed frequency |
Expected frequency |
||||||
---|---|---|---|---|---|---|---|
Industrial relations process and industrial harmony | Yes | No | Total | Industrial relations process and industrial harmony | Yes | No | Total |
Collective bargaining and dispute settlement | 104 | 11 | 115 | Collective bargaining and dispute settlement | 76.52 | 38.48 | 115 |
Impact of collective bargaining | 83 | 32 | 115 | Impact of collective bargaining | 76.52 | 38.48 | 115 |
Mediation, conciliation and cordial relations | 97 | 18 | 115 | Mediation, conciliation and cordial relations | 76.52 | 38.48 | 115 |
Failure of mediation and conciliation | 57 | 58 | 115 | Failure of mediation and conciliation | 76.52 | 38.48 | 115 |
Arbitration and cooperation | 55 | 60 | 115 | Arbitration and cooperation | 76.52 | 38.48 | 115 |
Arbitration and resolution | 49 | 66 | 115 | Arbitration and resolution | 76.52 | 38.48 | 115 |
Failure of arbitration | 60 | 6 | 66 | Failure of arbitration | 43.92 | 22.08 | 66 |
Failure of adjudication | 20 | 13 | 33 | Failure of adjudication | 21.96 | 11.04 | 33 |
525 | 264 | 789 | 525 | 264 | 789 |
Under this variable, the respondents were asked whether the management and ASUU resort frequently to arbitration upon the failure of mediation and conciliation in trade disputes settlement in their university. Fifty-seven (50%) of the respondents opined that management and ASUU resort frequently to arbitration upon the failure of mediation and conciliation mechanisms in trade disputes settlement in ABU, Zaria, while 58 (50%) of the respondents believed that the management and ASUU do not resort frequently to arbitration upon the failure of mediation and conciliation mechanisms in trade dispute settlement in ABU, Zaria.
Under this variable, the respondents were asked whether the use of IAP fostered cooperation between the management and ASUU in their university. Fifty-five (48%) of the respondents agreed that the use of IAP fostered cooperation between the management and ASUU in ABU, Zaria, while 60 (52%) of the respondents opined that IAP did not foster cooperation between the management and ASUU in ABU, Zaria.
Under this variable, the respondents were asked whether IAP has ever resolved industrial dispute between the management and ASUU in their university. Forty-nine (43%) of the respondents opined that IAP has ever resolved industrial disputes between the management and ASUU in ABU, Zaria, while 66 (57%) of the respondents believed that IAP has never resolved industrial disputes between the management and ASUU in ABU, Zaria.
Under this variable, the respondents were asked whether the aggrieved party resorted to any other industrial relation mechanism of trade dispute settlement upon the failure of arbitration in their university. Sixty (91%) of the respondents opined that the aggrieved party resorted to another industrial relations mechanism of trade disputes settlement upon the failure of arbitration in ABU, Zaria, while 6 (9%) of the respondents believed that the aggrieved party did not resort to any other industrial relation mechanism upon the failure of arbitration in ABU, Zaria. This implies that other trade dispute settlement mechanisms are followed when arbitration fails as nearly all respondents agreed to this.
The respondents were asked under this variable which mechanism of trade dispute settlement is adopted or otherwise in trade dispute settlement in their university. Twenty-seven (45%) of the respondents agreed that the self help approach was adopted upon the failure of arbitration in resolving trade disputes in ABU, Zaria, while 33 (55%) of the respondents agreed that the adjudication approach NIC was what the aggrieved party resorted to upon the failure of arbitration in ABU, Zaria.
Under this variable, the respondents were asked whether the ‘self-help approach’ is effective in creating an atmosphere of industrial harmony in their university. The respondents were of the view that the approach is quite effective in achieving their union’s demand from the university management. They added that the method does not promote industrial harmony in their universities, but it only serves as a last resort for the union to press its demands.
Under this variable, the respondents were asked whether the adjudication approach was quite effective in resolving industrial disputes in their university. Twenty (61%) of the respondents agreed that the adjudication approach was quite effective in resolving industrial disputes in ABU, Zaria, while 13 (39%) of the respondents opined that the adjudication approach was not quite effective in resolving industrial disputes in ABU, Zaria.
In computing the degree of freedom, we now have
The value of the cut-off points of chi-square (χ2) for 7 degree of freedom from chi-square (χ2) table at 0.05 or 5% level of significance is 14.07.
From the computations shown in
Computation of χ2 calculated.
O | E | O – E | (O - E)2 | |
---|---|---|---|---|
104 | 76.52 | 27.48 | 755.1500 | 9.87 |
83 | 76.52 | 6.48 | 41.9900 | 0.55 |
97 | 76.52 | 20.48 | 419.4300 | 5.48 |
57 | 76.52 | −19.52 | 381.0304 | 4.98 |
55 | 76.52 | −21.52 | 463.1104 | 6.05 |
49 | 76.52 | −27.52 | 757.3504 | 9.90 |
60 | 43.92 | 16.08 | 258.5664 | 5.89 |
20 | 21.96 | −1.96 | 3.8416 | 0.17 |
11 | 38.48 | −27.48 | 755.1504 | 19.62 |
32 | 38.48 | −6.48 | 41.9904 | 1.09 |
18 | 38.48 | −20.48 | 419.4304 | 10.90 |
58 | 38.48 | 19.52 | 381.0304 | 9.90 |
60 | 38.48 | 21.52 | 463.1104 | 12.04 |
66 | 38.48 | 27.52 | 757.3504 | 19.68 |
6 | 22.08 | −16.08 | 258.5664 | 11.71 |
13 | 11.04 | 1.96 | 3.8416 | 0.35 |
Under this variable, the respondents were asked whether collective agreement had been reached by ASUU and the management in their university. As many as 108 (94%) of the respondents opined that collective agreement had been reached between the management and ASUU in ABU, Zaria, while 7 (6%) of the respondents believed that collective agreement had not been reached between management and ASUU chapter of ABU, Zaria.
The respondents were asked under this variable to comment on how they viewed adherence to collective agreement reached by the management and ASUU in their university. Twenty-three (20%) of the respondents agreed that management and ASUU strictly adhered to collective agreement in ABU, Zaria, while 89 (77%) opined that management and ASUU partially adhered to collective agreement reached in ABU, Zaria. Only 3 (3%) of the respondents believed that there was no adherence between management and ASUU in ABU, Zaria.
Under this variable, the respondents were asked to comment on how urgently ASUU and management had complied with collective agreement in their university. Thirty-one (27%) of the respondents opined that management and ASUU complied promptly with collective agreement in ABU, Zaria, while 84 (73%) of the respondents agreed that management and ASUU had not promptly complied with collective agreement in ABU, Zaria.
Under this variable, the respondents were asked whether delay in compliance to collective agreement ever led to trade dispute between the management and ASUU in their university. As many as 106 (92%) of the respondents opined that delay in compliance to collective agreement led to trade dispute between management and ASUU in ABU, Zaria, while 9 (8%) of the respondents believed that delay in compliance to collective agreement had not led to trade dispute in ABU, Zaria.
Under this variable, the respondents were asked whether full compliance to collective agreement by management and ASUU would lead to resolution of trade dispute in their university. As many as 107 (93%) of the respondents agreed that full compliance to collective agreement by management and ASUU would lead to resolution of trade disputes in ABU, Zaria, while 8 (7%) of the respondents opined that full compliance to collective agreement would not lead to resolution of trade disputes in ABU, Zaria.
Under this variable the respondents were asked about what they thought made compliance to collective agreement difficult in their university. The respondents opined that lack of funds, lack of transparency and accountability, self-centeredness on the part of management and leadership style were some of the factors that made it difficult for ASUU or management to comply with agreement reached in ABU Zaria.
In computing the degree of freedom, we now have
The value of the cut-off points of chi-square (χ2) for 4 degree of freedom from chi-square (χ2) table at 0.05 or 5% level of significance is 9.49.
From the computations shown in
Test of hypothesis two.
Observed frequency |
Expected frequency |
||||||
---|---|---|---|---|---|---|---|
Breach of collective agreement and trade disputes | Yes | No | Total | Breach of collective agreement and trade disputes | Yes | No | Total |
Collective agreement | 108 | 7 | 115 | Collective agreement | 88.73 | 26.27 | 115 |
Delay in compliance | 106 | 9 | 115 | Delay in compliance | 88.73 | 26.27 | 115 |
Effect of compliance to enhance harmony | 107 | 8 | 115 | Effect of compliance to enhance harmony | 88.73 | 26.27 | 115 |
Adherence to collective agreement | 23 | 3 | 26 | Adherence to collective agreement | 20.06 | 5.94 | 26 |
Promptness of compliance | 31 | 84 | 115 | Promptness of compliance | 88.73 | 26.27 | 115 |
Computation of χ2 calculated.
O | E | O – E | (O - E)2 | |
---|---|---|---|---|
108 | 88.73 | 19.27 | 371.33 | 4.18 |
106 | 88.73 | 17.27 | 298.25 | 3.36 |
107 | 88.73 | 18.27 | 333.79 | 3.76 |
23 | 20.06 | 2.94 | 8.64 | 0.43 |
31 | 88.73 | −57.73 | 3332.75 | 37.56 |
7 | 26.27 | −19.27 | 371.33 | 14.14 |
9 | 26.27 | −17.27 | 298.25 | 11.35 |
8 | 26.27 | −18.27 | 333.79 | 12.71 |
3 | 5.94 | −2.94 | 8.64 | 1.46 |
84 | 26.27 | 57.27 | 3332.75 | 126.87 |
Discussion in research has been seen as the process of rationalisation based on the analyses and interpretation of data (Idisi & Oshionebo
The problem investigated in this study is the rationale behind the recurrence of disputes in ABU, Zaria, despite the mechanisms put in place to maintain unity and cordial relationships among the actors in this university. The hypotheses formulated, as earlier stated, were geared towards unravelling this puzzle. The major variables for testing the hypotheses as contained in the results and interpretation section formed the fulcrum of the discussion. These variables are not just industrial relations mechanism process for ABU, Zaria, but also must be adhered to in resolving trade disputes in any organisation.
The researchers had discussions with some members of ASUU and the management on how collective bargaining has been utilised in resolving trade dispute in ABU, Zaria. We gathered that eventually all the trade disputes between these actors were always resolved through collective bargaining. They added that at the onset the mechanism may not have achieved the purpose of resolving the dispute but when other mechanisms failed, i.e. mediation, they will resort to negotiation again in resolving their differences. This is the rationale behind 104 (90%) of the respondents in ‘Collective bargaining and dispute settlement’ section of the analysis section who opined that collective bargaining has helped in enhancing industrial harmony in ABU, Zaria. This goes in line with the integration approach adopted in our theoretical framework as propounded by Mary Parker Follet in her theory of conflict management.
The researchers gathered from the principal actors (management and ASUU) in ABU, Zaria, that the intervention of the mediators had been of great help in resolving disputes in their university. However, ‘mediation, conciliation and cordial relations’ section of the analysis section also confirmed that mediation and conciliation are effective mechanisms in promoting cordial relations between the management and ASUU in ABU, Zaria, where 97 (84%) of the respondents attested to that assertion.
Section 9 (1) of
Based on our discussions with the principal actors (management and ASUU members) of ABU, Zaria, we gathered that these actors have never resorted to NIC for resolution of any dispute in their university. The ASUU members attested to the fact that strike is the only weapon used by the union in compelling the management to comply with their demands. Although, section 18 of the
The end product or the outcome of collective bargaining is referred to as collective agreement. Therefore, the parties involved in collective bargaining are supposed to adhere strictly to the agreement reached. Item ‘adherence to collective agreement’ of the analysis section revealed that the management and ASUU in ABU, Zaria, partially adhere to collective agreement reached as 89 (77%) of the respondents supported the opinion. Our discussions with some principal officers and ASUU executives in ABU, Zaria, show that these actors hardly adhered strictly to collective agreement reached. We further gathered from the principal officers that the collective agreement reached with ASUU by the federal government of Nigeria at the national level cannot be strictly adhered to in their university without the government making necessary provision for its implementation.
The parties involved in collective agreement are supposed to comply promptly without any delay as it is the outcome of their negotiation. Item ‘promptness of compliance’ of the analysis section shows that the management and ASUU in ABU, Zaria, have not promptly complied with collective agreement reached as 84 (73%) of the respondents attested to such fact.
The researchers gathered from the discussions held with some principal officers and some ASUU executives in ABU, Zaria, that the major cause of not complying promptly to collective agreement in the university as shown in ‘promptness of compliance’ section has to do with lack of transparency, sincerity and accountability of principal actors in ABU, Zaria. Some ASUU executives informed the researcher that the principal officers are not transparent in their dealings with the ASUU when it comes to compliance to collective agreement. Some principal officers we spoke with were of the view that whenever resources are available to comply with collective agreement reached with ASUU, either at the national level by the federal government or not, the university will promptly respond to that agreement. This contention shows that there is a communication gap between ASUU and the principal officers in ABU, Zaria, on the ability of the university to meet the collective agreement reached. However, this further revealed that both parties lack mutual trust.
Among the findings, from the analysis of data discussed above, the following appeared most glaring:
That industrial relation mechanism processes promote industrial harmony in ABU, Zaria. That collective bargaining as an internal mechanism is an effective mechanism in resolving trade disputes as the management and ASUU of ABU, Zaria, confirm that various disputes between them were resolved through this mechanism. That going on strike (self-help approach) does not promote industrial harmony although it compels the management to respond to the demands of ASUU more timeously than expected. That the management and ASUU of ABU, Zaria, chapter hardly comply to the whole processes of resolving disputes as stipulated in the That breach of collective agreement leads to trade disputes in ABU, Zaria. That delay in compliance to collective agreement leads to trade disputes. In many situations, delay in compliance to collective agreement brought about strikes in our Nigerian universities in general.
Based on our findings from the analysis of data, we wish to draw the following conclusions.
Our finding on industrial relations mechanism processes and industrial harmony reveals that industrial relations mechanism processes promote industrial harmony in ABU, Zaria. The majority of the respondents in the 10 variables further confirmed this finding. Therefore, in the light of that, it was evidently proved that both internal mechanism (collective bargaining) and the statutory procedure embodied in the
Furthermore, this study reveals that breach of collective agreement leads to trade disputes in ABU, Zaria. This was because the majority of respondents in the four variables attested to such assertion.
In the light of the research findings, we therefore recommend that:
The industrial relations mechanism processes as stipulated in the Based on the collective agreement reached by ASUU, either at the national level with the federal government or at the local level with the university councils, the parties involved should comply with all the terms agreed upon as it was the outcome of negotiation which both parties actively participated in. Internal mechanisms (collective bargaining) should be effectively utilised in resolving trade disputes as they create room for parties involved in the dispute to discuss in detail how the problem should be resolved. Employers should not wait for threat of strike or actual work stoppage before negotiating with unions on how to meet their demands. Disciplinary measures should be taken against any employer or employers association or any employees or their representatives (unions) that refuse to comply with the stipulated or laid down procedures of resolving trade disputes as stated in the
First and foremost, we thank the Almighty, and we also thank Dr Chinyeaka Justine.
The authors declare that they have no financial or personal relationships which may have inappropriately influenced them in writing this article.
S.O. carried out the field work, review of literature and worked on the findings. W.O. did editing and interpretation of data. S.I.C. performed the calculations and analysis.