THE IMPACT OF COLLECTIVE BARGAINING IN INDUSTRIAL DISPUTE IN HAMDALA HOTEL, KADUNA

THE IMPACT OF COLLECTIVE BARGAINING IN INDUSTRIAL DISPUTE IN HAMDALA HOTEL, KADUNA

 

 

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ABSTRACT

The research project is titled “the impact of collective Bargaining as an effective tool for solving industrial dispute in Hamdala Hotel Kaduna”. The main objective among others is to headlight the benefit to be derived from effective collective bargaining toward organizational development. The scene method, using the questionnaire with linkert scale option was adopted in order to ensure that all the respondents were served similar question.

 

In there chapter one of this paper writing which is the background of the study reveals that conflict and disputes whether in the form of open hostility or quite dissemination becomes inevitably issues that every organization must strive to curtail and the main objective of the study is to highlight the benefits to be derived from effective collective bargaining towards organizational development.

 

It also revealed in this paper of the chapter two that the literature review is to ensure adequate review of necessary materials on the option, and suggestions, views and discoveries of various authors, and it is mentioned in the chapter three that research design is used in collection of data for this study. The researcher is employed the use of survey research design in order to study large and small populations.

 

The researcher also explained in chapter on how the method used by the researcher to gather the data which the researcher now intends to present analyze. From the findings of this discussion, that collective bargaining is an important tool resolving industrial conflict.              

 

 

 

TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION

1.1     Background of the study                                                         1

1.2     Historical background of Hamdala Hotel Plc Kaduna       3

1.3     Statement of the General Problem                                       4

1.4     Objective of the study                                                             5

1.5     Significance of the study                                                         5

1.6     Statement of hypothesis                                                         6

1.7     Scope of the study                                                                    6

1.8     Limitation of the study                                                           7

1.9     Definition of terms                                                                  7

CHAPTER TWO: LITERATURE REVIEW

2.0     Introduction                                                                              9

2.1     Review of related literature                                                   9

2.2     What is collective bargaining                                                 10

2.3     Condition for effective collective bargaining                       12

2.4     Preparing for collective bargaining process                         16

2.5     The importance of collective bargaining in the public sector in Nigeria                                                                                       21

2.6     Purpose of collective bargaining in the public sector in Nigeria                                                                                          22

2.7     Labour management relations during economic recession   24

2.8     Grievance and industrial conflicts                                        27

2.9     Industrial conflicts                                                                   29

2.10   Resolution of industrial conflicts                                          30

2.11   Critiques to Collective Bargaining                                        32

2.12   Summary of review                                                                  33

CHAPTER THREE: RESEARCH METHODOLOGY

3.1     Introduction                                                                              35

3.2     Research design                                                                       35

3.3     Area of study                                                                            35

3.4     Population of the study                                                           36

3.5     Sample size                                                                               36

3.6     Instrument for data collection                                               36

3.7     Reliability of the instrument                                                 37

3.8     Validity of the Instrument                                                     38

3.9     Method of data Collection                                                      38

3.10   Method of Data Analysis                                                        39

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1     Introduction                                                                              41

4.2     Characteristics of the respondents                                       41

4.3     Presentation of Data Analysis                                               43

4.4     Discussion of Findings                                                            48

4.5     Summary of findings                                                               49

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1     Summary                                                                                   51

5.2     Conclusion                                                                                52

5.3     Recommendation                                                                     53

Biography                                                                                  54

Appendix                                                                                   56

                                 

 


CHAPTER ONE

INTRODUCTION

1.1     BACKGROUND OF THE STUDY

Organizational viability is the capacity of the organization to continue to service and develop in this era of business complexities which result from continuous and rapid changes within the social system, conflicts and dispute, whether in the form of open hostility or quite dissemination becomes inevitable issues that every organization must strive to curtail this pertinent because dispute or conflicts are usually a threat to organizational viability if not adequately managed or handled even though conflicts between persons or management and employees could be thought of as natural events Nakodi A. (2001) posited that organization should be very much aware that such conflicts could cause distrust and industrial crises or disharmony in the long run.

 

 

Conflicts or disputes among management and employees (labour) can lead to one or both parties having their feelings hurt, thus leading to issue that can inherently affect the smooth running of the organization in which they work or manage. On the other hand conflicts or disputes can serve to enhance the effectiveness of an organization since it can safely be assumed that conflicts although ever present in a social system, may not always be as destructive as they are portrayed, the central question among a lot of scholar human resources managers and of course employers of labour is how to, in their own varying capacity and abilities effectively and efficiently manage conflicts and its resolution to ensure that their organization benefit rather than suffer from occasional labour management clashes.

 

Admittedly, organizational conflicts does erupt in organization because of the inability of employer and this or her employees to work together in peace. This may be as a result of ineffective communication, non exclusion in decisions that affects employees, or lack of adequate or good working conditions or incentives and non existence of unions that employees can channel their grievance through, thus collective bargaining as a tool allows the parties.

The two parties to meet regularly so as to identify the dissonance that exist between them amicable so as to prevent industrial dispute or conflicts.

 

 

1.2     HISTORICAL BACKGROUND OF HAMDALA HOTEL PLC KADUNA

Hamdala Hotel is one of the oldest, if not the oldest in the Northern part of Nigeria. This hotel was established and officially opened for business on the 14th of January 1961 by the then premier of the Northern region in person of late Sir Ahmadu Bello (the Sardauna of Sokoto). Hamdala Hotel was then established to serve as a hub of tourism by providing an up to date hospitality business in Kaduna neighbouring towns and cities. The hotel which is presently owned by the New Nigeria Development Company (NNDC), a company owned by the nineteen northern state. It is also managed by Arewa Hotel Limited a subsidiary company of the NNDC.

 

This 49 years old organization is a 203 rooms hotel that comprises of single suite luxury suites, presidential suite, etc it also has a state of art facilities that makes it a force to reckon with and thus a choice of tourist whenever you are to be in Kaduna for visit or business. The hotel is strategically located within the central business district of Kaduna metropolis. It lies between Murtala Mohammed Square, Kaduna Gold Course Club and the State Ministry of Culture and Tourism, facilities such as very high capacity banquet hall, restaurant, Olympic size swimming pools, craft shops, bode shops etc and all found within the hotels massive compound.

 

Staffing / staff strength

Hamdala Hotel has a general manager and other managers there are 25 middle management staff as well as 500 intermediate and junior or members.

 

1.3     STATEMENT OF THE GENERAL PROBLEM

The research work is carried out to look into the problem that leads to collective bargaining concept in Hamdala Hotel. Conflict occurs as a result of one-party not respecting the right of another party. In most cases the welfare of employees are not properly taken care of by the management. To forestall a breakdown

 

 

 

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