Conflict is inevitable between employers and employees. Knowing different conflict resolution strategies and accurately applying them to the situation at hand can be an invaluable skill when such conflicts do arise. Different types of resolution strategies and their various applications are discussed in this work.
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The study analyses the effect of collective bargaining on employees in the wake of economic crises and rising unemployment in Nigeria. It concludes that collective bargaining generally helps to alleviate the situation for all involved, but that proactive bargaining should be done when crises are imminent or just occur, rather than some time after the fact. Another outcome is that training on bargaining techniques and involvement given to workers should be standard and would aid in the developments of the agreement, to reach a more amicable solution.
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This case study analyses the result of the poor management of Kotec Industries in Onitcha, Nigeria. With a lack of any form of social dialogue on an organisational or sector level, employees face late promotions, and late and inadequate pay, which leads to employee resentment and enmity towards the governing board of Kotec Industries. The author suggest governmental intervention in the import of raw materials in order to enhance productivity and the ability of the organisation to pay and promote its employees.
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Harmonious and stable labour-management relations are sine qua non to the development process in Nigeria. For economic and social stability, Nigeria needs to sustain the existing democracy, encourage social dialogue with a view to coping with conflictual issues nationwide. It is against this backdrop that this paper seeks to examine social dialogue as a set of roles for trade unions, and the degree to which this function is enabled or constrained by the dynamics of the political environment in Nigeria. To achieve this objective the authors adopted the qualitative research method. Secondary data such as collective agreements, newspapers reports and official state records were used and supplemented with in-depth interviews with key union representatives and employers’ organizations. The authors outline essential elements for social dialogue and how it can contribute to healthy labour-management relations. The authors addressed the positive contributions that social dialogue can make towards minimising open expression of conflicts with the negative consequences on the tripartite social partners, as well as the impacts of political milieu on the effectiveness of trade unions and by extension social dialogue in Nigeria.
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Is this a situation you recognise? For some years you have been negotiating with the branch or a supplier of a large international company which by now has also firmly established itself in the ‘low wage countries’. You negotiate about collective bargaining agreements and you can’t manage to reach a good consensus about wages and working conditions for employees. Even though you know that the company
has arranged these things properly in its country of origin. So what do you do?
As a trade union leader you have a particular responsibility within your company, sector or industry: you protect and promote labour rights. It’s certainly not easy to protest against abuses or wrongs at the local branches of foreign companies.
With the help of your international network of trade union organisations and your status as a partner organisation of CNV Internationaal, you can in fact play an important role here. That’s because the CNV trade unions work to benefit people and the environment, and look further than the national boundaries. After all, CNV leaders, officials or members of the Works Council are active within international companies in the Netherlands that also operate branches abroad or purchase from foreign suppliers. Sustainability and international solidarity are two of CNV’s core values. We believe it is important that employees’ human rights are respected all over the world.
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Social dialogue tries to create an objective process of bargaining in order to protect the interest of the organization which includes employers, employees and the environment. It would be useful to examine in depth the relevant components of the social dialogue and how they have imparted positively to the development of harmonious industrial relations in the country. This study takes data from a 280 sample size drawn from a population of 500 employees selected from 10 companies in Lagos state. It found out a significant relationship between collective process and success. It was recommended that employers and employees along with the government should consistently engage in a social dialogue process to improve the working conditions of labor and industrial harmony in the country.
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