Description
INTRODUCTION
Labour management is a strategic part of human resources management. The idea of labour management relations is not devoid of disagreement, but it is one which conflict resolving mechanism are integrated on a number of important case that center a labour management relations.
And one of the inbuilt conflicts resolving mechanism in a work place is negotiation. But due to breakdown or absence of conflict resolving mechanism, there have strained labour relation in Nigeria.
According to Yusuf (1962) the term labourer management has been noted to be a very wide one covering collective bargaining and relations of all types of between workers and employers and between workers and workers, personnel administration, worker, supervisory training, atmosphere and climate of the work place.
The process of reaching agreement between labour and management for a period of time, over the condition of work such as wages, holiday, layoffs, break periods, over time is known as collective bargaining (A.U Ohiri 2006:108).
Labour management relations in public education have a history fraught with tension and grievances. However, contributions have changed in the industry and the created political and policy climate has created powerful incentives for academic managers and unions to collaborate more effectively on reforming systems of teaching and learning. Real opportunities exist to address limiting stagnant labour management relations by fundamentally changing adult relationship and re-orienting the educational enterprise by placing student learning at its core.
Much of labour management in the state sector is reactive, with little or no planning involved. Labour and management spend much time and effort reacting to each other, but spend less time trying to develop effective approaches to conducting labour management relation to achieve the goals of the agency and the union. A labour management strategic plan is an effort to do just that to identify the goals, and to develop the action needed to allow the parties to move await from simply reacting to each other, towards an approach where they have a clear understanding of the mission of the agency and achieve their labour management goals.
A strategic plan can be useful not just for parties who are having problems in the conduct of labour relations, but also for parties with a successful relationship who wish to jointly plan further enhancement in their relation. Labour management relation emphasized the importance of human factor in the search for growth and efficiency. It focuses on the nature of relationship which exists between employers and the workers.
According to Howard (1967) labour management relation in public institution is concerned with trade union organizations, employers associations, the government department involved in labour matters, international labour courts, tribunals and labour laws.
In terms of principles, management and labour is concerned with consultations, grievance procedure etc in terms of activities, it is concreted with minimizing conflicts, strikes lockouts labour management relations exist whether there is trade union or not. It is noted that labour management relations practice becomes dynamic where trade union exist. This is because the union of an organized body that represents the workers interest.
Strategies allow labour management to develop ways to conduct their relationship to effectively deal with each other so as to most meet their respective needs. Even the development of a joint strategic plan should be preceded and management of an understanding of what opinions are available for strategies and what strategy best fits their needs. In determining whether there is a need for a labour management relations strategic plan, labour and management should ask themselves the following questions.
a. Are we satisfied with the present labour management relation at the agency?
b. If we are conducting traditional adversarial labour relations, are we being successful in other words, we are winning often enough?
c. Are we spending more time dealing with significant workplace issues than we spend reaching to actions by other side?
d. Are we satisfied with the results of our labour management partnership council?
e. Is there a clear understanding of what the union and its agency want to achieve in its conduct of labour relations?
When this questions are been answered then labour management relation strategy does not change the way the law is written but it many give greater opportunities for labor management to be successful in enforcing its right under the status.
TABLE OF CONTENT
Title Page
Acknowledgement Sample
Dedication Sample
Table Of Content
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background Of The Study
1.2 Statement Of The Problems
1.3 Objectives Of The Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance Of The Study
1.7 Scope Of The Study
1.8 Limitations Of The Study
1.9 Definitions Of Terms
1.10 Brief History Of Imo State University
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
2.2 Conceptual Framework
2.2.1 What Is Lab Our Relations Strategic Plan And Way It Is Necessary
2.2.2 Labour Relation Strategic Plans
2.3 Theoretical Framework
2.3.1 Assessing The Current Strategy
2.3.2 Determination Whether The Current Strategy Is Successful
2.3.3 Bringing About Change
2.3.4 Determining The Goals Of Labour And Management
2.3.5 Other Issues Related To The Variables In The Topic Objectives And Statements To Problems
2.3.6 Communication
2.3.7 Relationship Between Management And Labour
2.3.8 Factors Responsible For Good Management Labour Relationship
2.3.9 Other Causes Of Breakdown In The Labour Management Relationship
2.4 Researcher’s Position
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Sources And Method Of Data Collection
3.4 Population And Sample Size
3.5 Sample Techniques
3.6 Validity And Reliability Of Measuring Instrument
3.7 Method Of Data Analysis
CHAPTER FOUR
4.0 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
4.1 Introduction
4.2 Presentation Of Data
4.3 Analysis Of Data
4.4 Test Of Hypothesis
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
5.2 Summary Of Findings
5.3 Conclusion
5.4 Recommendations
Bibliography
Appendix
Questionnaires