labour management pratcices on organisational performance.docx

8/10/2019 LABOUR MANAGEMENT PRATCICES ON ORGANISATIONAL PERFORMANCE.docx

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CHAPTER ONE

INTRODUCTION

1.1 Background Information

Labour management practice in contemporary

organizations in Nigeria my often lead to conclusion that

workers and employers are resecting the fact that both

are in partnership whose cooperation can bring about

increase in productivity. On the other hand, there still

remain the facts that both are in partnership whose effort

are needed for increase in productivity, better wages and

good standard of living as well as industrial peace in the

country. At its information, an organization labour

management practice may be characterized by suspicious

and skepticism. It may appear that organization

(employers) is out to victimized labour (employees) or vice

versa.

The view is strengthened when some consider the union

belief that employers with its enormous power and

wealth are constantly seeking to suppress employees.


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Employers on the other hand believe that the union is

poking its nose into its business, thus practice between

the parties resembled those between cat and mouse. In

this research work, we shall review the nature of

organization labour management practice in Pabod

Breweries. Before proceeding into this research work, we

shall attempt to define labour and management. So many

people have many definitions of labour management

practice, what they think it should be.Chima Onuha

(2001: p.25) defined labour as the effective and efficient

utilization of human and non-human resources to

achieve organizational goals hence producing goods and

services desired by customers.

Herald Knotz and Heing Weifiriah (2000:p.18) also

defined management as the process of designing and

maintaining an environment which individuals

accomplish efficient stated aims. Personal managers

cannot perform their functions very well unless they have

an understanding of one another and are responsive to

the factors that affect their areas of operation. However,


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the acceptance of common law principles upon which

organization labour management practice in Nigeria

based and capable of guiding practice between employers

and their workers has a major problem and putting it in

practice, it cannot be easily taken by employers. One of

the greatest problems is erroneous assumption of equal

right under the common law which simply ignores the

institutional and environment conditions in Nigeria

labour market.

Historical Background Pabod Breweries

Pabod breweries limited engage in the manufacturing,

distribution and sale of beer. The company was

incorporated in 1978 and is based in Port Harcourt in

Nigeria.

Pabod breweries port Harcourt/Nigeria 1982 opened and

closed in late 90s, 2007 reopening capacity 2500,000 HL

was built by Jobst Merier ZuBiesens Team with a

capacity of 250,000 HL in the early 80s.


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Sales commenced in 1983 with grand layer beer (BSLB, a

special beer with Nigeria raw materials) were added.

Production partly stopped in 1994 and completely

terminated in 1996. In 2007, Brewtech GMBH was

awarded with the contract for the complete overhaul and

recantation which was successfully commissioned in

December 2007. The brewery was meanwhile taken over

by SAB Miller.

Brewtech GMBH is still providing its services for

engineering and supply of equipment and operating

material. In 2007, Brewtech provided engineering and

installation services for the implementation of a canning

line, and various equipment according to SAB Miller

standard.

The overhauling helped to keep the company alongside

with the developing nature of our country (Nigeria) which

is a sort of satisfying labour management practices.


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Organizational Structure

The organizational structure of Pabod breweries company

is like that of any other formal organization exhibiting

mark Webber bureaucratic feature of hierarchy in terms

of position and clear out authority patterns of

communication in council flow vertically executive

chairman is the main source of authority, which gives

instruction down the line to the lower worker.

Personnel management professional and technical expert

are the council major assets and the organization skill

invest in developing such skills among its employees.

Incentives scheme designed to meet the circumstance

whenever appropriate, and some of these schemes

include salary, bonus, promotion and wages.

1.2 Statement of Problem

In essence, the employers of labour have failed to pay

very serious attention to the due and cry of their

employees and their various needs so as to be able to


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1.4 Research Questions

1. To what extent does trade unionism affect

employees performance in Pabodbreweries?

2. To what extent does leadership style affect

productivity of workers in Pabod breweries?

3.

To what extent does performance appraisal affect

employees performance in Pabodbreweries?

1.5 Research Hypotheses

Ho1: There is no significant relationship between

trade unionism and employee performance in

Pabod breweries.

Ho2: There is no significant relationship between

leadership style and productivity of workers in

Pabodbreweries.


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1.6 Scope of Study

The study covered labour management in Pabod

Breweries Plc., as a manufacturing Company.

The modern work place like the world at large continues

to feel the impact of many changes and challenges.

Labour management is increasingly being asked to

deliver quality product and services in abundance and at

reasonable cost. Amidst it all, labour management is

increasingly being recognized as the basic building blocks

of organizational performance (Chandrasekar, 2011).

In every organizational setup, therefore whether

economic, social, cultural or otherwise, two indispensable

groups are easily discernible these group labour

management constitute the pivot upon which the

activities of one existing organization revolves (Tangen

2005).


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1.7 Significance of the Study

The study is considered relevant to Pabod Breweries Plc,

since the effect of conflict can hinder the performance of

the Organization. It will also help in creating a cordial

relationship, which is necessary for a conducive

environment.

The knowledge gained will also be vital the government in

making the right policies that will positively affect the

industries; it is also relevant to business students in

furthering their studies.

The owners of industries will also benefit in this study,

which will provide a model for an effective means of

managing labour.


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1.8 Operational Definition of Terms

Labour: It simply means both senior and intermediate

staff used for production process in an organization.

Management:This refers to the employers of labour or

the owners of the organization (shareholders).

Union: It is an organization created by workers to secure

themselves at work to better their working condition by

way of collective bargaining to pursue enabling

environment.

Management practice: It has to do with the type of

leadership that is applied in an organization.


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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The literature review is collected mainly from secondary

data in form of journals and text which concentrate

mainly on labour management and organizational

performance. This was done in other to enable the

researcher understand clearly and have a broader

perspective of the topic for this submission.

The major headings under which the review was made

are as follows:

Labour

Trade Unionism

Trade union functions and activities

Cost of management

The causes of labour management

Factors affecting labour management

Strategies for reducing employee management


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Why organization should be concerned with labour

management

Employee management problem faced by breweries

in Nigeria

Organizational performance

Useful leadership style framework

Types of management leadership

Performance appraisal

Evaluation and recognition of performance.

2.2 LABOUR

Labour in most cases is often looked at as the most

effective of all factors employed for the establishment of

wealth and the potential to build up and assist as a force

to all other resources (Yesufu 2000).

The concise Oxford Dictionary defines labour as bodily

and mental toil tending to the supply of wants of its

commodity. Labour has the same meaning with worker,

which means any employee who enters into a contract for

mutual work, clerical work or professional work.


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According to the Encyclopedia Britannica, labour also

could be likened to several human processes and

activities. The word in most sense is related to

employment, unemployment, work, trade unionism and

organizational relations.

In both public and private organizations, a lot of

emphasis has been put on labourproductivity. One

reason for this emphasis on labour productivity is

possibly because labouris a key resource which is

universal (Oyeranti, 2003). Some others reasons to justify

the use of labour for the purpose of productivity are:

Labour is the only means of production that has

known control over its inputs tooutput.

Labour is thought to be the most substantial factor

of production

Abour is the most measured factor of production

(Ayani and Awe, 2101).


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2.3 TRADE UNIONISM

Trade union generally originated from efforts of workers

to pursue growth in existing working conditions through

combined efforts. It is of the belief of workers that they

can benefit more through membership of a union rather

than doing it alone (Ademiluyi and Imhonopi, 2010).

Most commonly, trade unions are established to preserve

the aim of workers. Being one of the significant partners

in Industrial relations system, Labour unions have

helped to protectthe views of workers in order to improve

their terms and conditions of employment within the

industrial relations system (Fashoyin, 1980).

In Nigeria, trades union has advanced into a strong,

creative, and dynamic national liberator movement in the

country (Iyayi, 2008). As noted by Iyayi (2008) that trade

union in Nigeria has gone beyond their usual role of

championing the cause of workers to exercise much

governmental and public authority and acting as

cautious caretakers of the people. Despite the fact that

this brought trade unions and their leaders into bad


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looking conflicts with the political classes, they have still

been able to achieve a lot of victories during the process

of their struggles for a better living for workers.

2.3.1 Trade Union Functions and Activities

Despite sustained hostility from some employers and

occasional state repression coupled with

membership passiveness and indifference of the public,

trade unions remain an enduring institution in the

employment relations. This much is admitted by Mulvey

(1978) that in most of the industrial countries the most

pervasive institution is the trade union movement. Trade

unions developed in response to challenges thrown up by

the new organization of work and production built

around the factory system that emerged as the new

centre of economic activities after the industrial

revolution in the 17th and early 18th centuries. They

emerged without the prompting of governments and

employers and also as independent organizations of

workers without any legal backing. They first emerged in

England and it was not until 1824 that the legal


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encumbrance was removed. According to Otobo (1996),

unions carry on many different activities. Most visible to

the average member are those which produce direct

benefit-negotiations, grievance handling, community

service, and uncertain trades, job search or referral.

Another type of activity arises from the internal politics of

the union. It consists of elections, meetings, conventions

and similar forums in which members participate in

governing the union. But to be effective a union must

build and maintain itself as on organization. This entails

bringing in members through organizing and keeping the

union running smoothly through union administration

and effective internal communications. Otobo (1996)

further states that trade unions occupy a special position

because they are organizations of wage earners, workers,

and quite often they are about the only other group in

society that has as its main duty or responsibility to react

to the industrial and socio-economic policies of

government and of private employers and try to protect

the interest of members within individual enterprises.


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The industrial trade unions are by their nature and

structure basically democratic institutions whatever their

other failures. And within and outside of their executives

and central working committees, state or zonal branches,

members can always propose and oppose any line of

action. From the foregoing, union leaders cannot be seen

or taken as dictators that can impose an unpopular

position or stance on members. Members would either

throw them out, or when not possible because of union

constitutional provisions can bypass such leaders.

Okogwu (1996) also agrees with Otobo when he asserts

that in addition to increasing wages and improving

conditions of employment, trade unions provide workers

both with protection against arbitrary management

decisions and with a voice at the place of work and in the

political arena. Like its counterparts in different parts of

the world, the Nigerian trade union movement has a

glorious past, a past characterized by robust struggles

and principled opposition to state policies that are

inimical to the interests of the working people. It is also a


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past that was characterized by conscious efforts at

mobilizing the rank-and-file members as a bulwark

against state repression. The past equally witnessed the

building of alliances between the trade union movement

and various elements and organizations within the larger

labour movement. All these constituted the pillars of

strength of the trade union movement (Adewumi, 1997).

Nigerian Trade Union movement comprises a variety of

unions that represent the specific interest of workers.

They engage in struggling for the rights and welfare of

workers, specifically, for decent wages and improved

conditions of service, where negotiations fail to achieve

the desired result, trade unions are noted for resorting to

radical actions - such as stay at home, work to rule,

demonstrations and street protests - which are capable of

not only grounding the particular production process but

sometimes and more crucially, the economy (Tai, 2009).

They have become the voice of the voiceless, platform for

the unheard and downtrodden, and the hope of the

masses (Imhonopi and Urim, 2011). Thus, there is no


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doubt that trade unions in Nigeria have come a long way

in enhancing the economic well-being of its members. It

has even passed through the burning and fiery flame

doing so (Ademiluyi and Imhonopi, 2010). Labour unions

have played a positive and huge role in the time past

even before Nigeria got independence and during the

Military rule. Mesfin (1986) posits that despite all the

restrictions and controls, African trade unions played

leading roles in the struggle for independence. Many

national trade union movements and their leaders defied

the bans on political activities and joined and in many

instances, assumed leadership positions in nationalist

organizations.

According to Adewumi (2009), who claimed - like its

counterparts in different parts of the World, the Nigerian

trade union movement has a glorious past, a past

characterized by robust struggles and principled

opposition to state policies that are inimical to the

interests of the working people. It is also a past that was

characterized by conscious efforts at mobilizing the rank-


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and-file members as a bulwark against state repression,

which also witnessed the building of alliances between

the trade union movement and various elements and

organizations within the larger labour movement. This

role can be seen clearly and appreciated by most

Nigerians through their selfless services to the Nigeria

society as a whole. But it is unfortunate just as Mesfin

(1986) emphasized that after independence, the close ties

between trade unions and the newly-formed African

governments were often short-lived. In the same way,

since the transition to democracy in Nigeria in 1999, the

emerging union leaders went to sleep and decided to

align themselves with the corrupt ruling elites by playing

games on the intelligence of most Nigeria working class

through their - maradonic ways of deceiving their rank

and file membership. They thus fight for their pockets

and shares of the national cakes. No wonder Deery and

Walsh (1999) state that employees who are subject to

policies of direct communication, individual appraisals

and performance-related pay may become more


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organizationally committed and less likely to see their

interests as being advanced through collective or group

efforts. The divergent and gap in interest between the

trade unions and the workers which they claimed to

represent is becoming widening and noticeable in the

sense that the trust and of confidence which used to

exist in the past between the lead and the led coupled

with union solidarity is gradually fading away.

2.4 Costs of Management

Analyses of the costs associated with management yield

surprisingly high estimates. The high cost of losing key

employees has long been recognized. However, it is

important for organizations to understand that general

management practice in the workforce can also have a

serious impact on an organizations profitability, and

even survival. There are a number of costs incurred as a

result of employee management. These costs are derived

from a number of different sources, a few of which are

listed below.


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Recruitment of replacement, including administrative

expenses, advertising, screening and interviewing, and

services associated with selection, such as security

checks, processing of references and possibly,

psychological testing Administrative hiring costs.

Lost productivity associated with the interim period

before a replacement can be placed on the job.

Lost productivity due to the time required for a new

worker to get up to speed on the job.

Lost productivity associated with the time that co-

workers must spend away from their work to help a new

worker.

Costs of training, including supervisory and co0worker

time spent in formal training as well as the time that the

worker in training must spend off the job.

Costs associated with the period prior to voluntary

termination when workers tend to be less productive. In

some cases costs associated with the communication of

proprietary trade secrets, procedures and skills to

competitive organizations.


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Public relations cost associated with having a large

number of voluntary or involuntary terminations in the

community spreading gossip about the organization.

Increased unemployment insurance costs. Using an

example from the bank industry, cascio(2000) calculated

that the cost of replacing 288 employees per year (in a

hospital with 200 beds employing 1200 persons with a

management practice of 2% per month) was

&2,888,295.52 when all sources of costs were analyzed.

Moreover, a recent business week (1998) study estimated

that the replacement costs alone are over $10,000 for

about half of all jobs and approximately $30.000 for all

jobs. These estimates highlight the considerable costs

that can be associated with management.

2.4.1 THE CAUSES OF LABOUR MANAGEMENT

There are a number of factors that contribute to

employee management. We explore some of these factors

in more detail below:


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The Economy

In exit interviews one of the most common reasons given

for leaving is the availability of higher paying jobs. Some

minimum wage workers report leaving one job for

another that pays only 50 cents an hour more.

Obviously, in a better economy the availability of

alternative jobs plays a role in management, but this

tend to be overstated in exit interviews.

The performance of the organization

An organization perceived to be in economic difficulty will

be also raise the specter of impending layoffs workers

believe that it is rational to seek other employment.

The organization culture

Much has been written about organization culture. It is

sufficient to note here that the reward system, the

strength of leadership, the ability of the organizations to

elicit a sense of commitment on the part of workers, and

its development of a sense of shared goals, and other

factors will influence such indices of job satisfaction as

management intentions and management practice.


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flexible work scheduling can also cause employees with

families, especially women, to leave a job. Management

can also increase when there is a change to the practice

structure, such as a merger or a major organizational

restructuring. Jobs where there are high levels of stress

or injury, such as police officer, child-care worker and

construction worker, may also have level of management.

2.6 Strategies for Reducing Employee Management

Employee management is costly and disruptive to any

organization. While no business can realistically expect

zero employee attrition, there are strategies that your

company can implement to retain the best employees and

reduce the likelihood of your employees joining the

proverbial revolving door.Keep up to date with market

salary rates or make sure the HR department is up to

speed. Not surprisingly, there is a clear relationship

between benefits and management practice. Ensure that

you provide standard industry benefits, such as disability

insurance, flexible hours, or life insurance where


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appropriate. Always be open to negotiation with valuable

employees and tie pay to performance.

Effective Communication and Morale

As the owner or manager, you set the tone for employee

morale. Dont set up repetitive unless they are truly

productive and you are open to suggestions from your

employees. For maximum employee engagement, ensure

that communication is not a one-way cycle in your

company. Make an effort to listen to feedback, such as

one-on-one meeting, or anonymous feedback through an

effective employee engagement survey, and be ready to

act on the feedback you receive. True employee

engagement can be a long-term goal and not necessary

achieved overnight.

Career Development and Training

Provide plenty of training opportunities to keep

employees interested and line with professional

development standards in the market. Allow for multiple

roles or allocate different tasks to encourage variety and

motivation. Set goals for employees or involves them by


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sitting down with them and asking them about their

future aspirations within the organization.

Base promotions on your employees performance and

cultivate a perception of fairness in career progression. If

there are ample opportunities for growth and career

progression in your organization and you have

demonstrated to employees that have long-term

prospective, then your employees will be more likely to

stay on.

Provide a Great Work Environment

Provide an attractive, healthy, and safe work

environment for your employees. Make sure furniture

and equipment observe occupational health and safety

requirement and set up amenities and rest spaces where

employees can take time out.

Culture and Respect

Looking beyond the physical work environment to less

tangible factors such as organizational culture, managers

and owners should cultivate a culture of respect,

teamwork and mutual collaboration. Encouraging


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healthy competition between employees may help with

morale and motivation.

However, this should not be done at the expense of a

supportive organization culture. Line managers should

be trained to value and encourage culture and

respectfulness.

2.7 Why Organization Should Be Concerned With

Labour Management

Any business needs a source of labour to function. This

axiom applies equally whether we rely solely on a basic

economic model of the firms, with labour as one of the

four factors of production (Bannock Baxter and Davis

1988,) or a Marxist account, which emphasizes Labour

Power (Marx 1867/1946:169), or subscribe to more

complex models of organizations, which place importance

on intellectual or Human capital and the importance of

knowledge management (Harrison 1999: 409-412). To

establish the need to manage resourcing, we do not need

to refer to any given context, it follows priory from any

view of an organization. Even if organizations of the


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future have Virtual employees, they will need to manage

them as a resource. When an employees leaves, this can

have a variety of effects that not only impact on the

organization, but also the individual employee and wider

society (Mobley 1982:15-31). These can be positive or

negative (Mobley 1982: Hom and Griffeth 1995:13-33),

and a greater understanding of the process of labour

management can increase the degree to which

organizations and employees within organizations can

influence these effects (Dalton, Krackhardt and Poter

1981: Dalton Todor and Krachardt 1982) in addition to

the management of resourcing being an prior concern,

there is a posterior justification for studying the

phenomenon. Current explanations of employee

management fail to offer either predictive or explanatory

power (Aquino, Griffeth, Allen and Hom 1997). Despite an

enormous Literature on management in organization

(price 1977; Mobley 1982), there is as yet no universally

accepted account or framework for why people choose to

leave (Lee and Mitchell 1994). This prohibits


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understanding the phenomenon after the event, yet

neither is there an accepted means of assessing the

likelihood of an individuals deciding to leave in the

future (Terborg and Lee 1984), which prohibits prediction

of management.

Involuntary management may occur for reasons which

are independent of the affected employee (s) such as the

(real or perceived) need to cut costs, restructure on

downsize. Inclusion of this case in a study of organization

leavers will mean any relationship between management

and a personal characteristic will be significantly diluted.

Even where in voluntary management occurs for reasons

associated with an individual employee (such as poor

performance), it is likely these cases are more

representative of the wider sample of organizational

members in relation to the proconsul dimension of a

decision to leave than any sub- sample of organizational

leavers would be. Where an instance of management is

genuinely voluntary, this instance represents the exercise

of choice and is the result of a decision process. To this


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degree, the set of instance of involuntary management

(where employees have been forced to leave) is likely to be

more representative of the totality of organizational

members than the set of instances of voluntary

management (where employees have chosen be leave), to

the extent that management involves leaving, instance of

voluntary management also represent a purer social

phenomenon, as they catalogue where individuals have

chosen to terminate a significant relationship. By way of

contrast, in involuntary instances, because these to

management namely cessation of membership, is lost.

Instead other more impersonal considerations such as

(remotely defined) utility prevail. In terms of the nature of

social sciences research, study of involuntary

management is likely to focus on consequential and

extrinsic aspects, rather than intrinsic characteristics.

We accept that in reality the apparently straight forward

dichotomy between voluntary and involuntary

management has limitation (Vandenbery and Nelson). For

example, records of instances of management may


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misrepresent the extent to which a management decision

was voluntary. Where exit interviews are conducted,

interviewers may not wish to press too hard when

questioning an employee, it is also possible that they will

not wish to record details that would cast the

organization or the employee in a bad light (Campion

1991). The employee may have similar motives for being

reticent about their reasons for leaving and added to this

they may have concerns about the extent to which full

and frank disclosure could harm their prospects of

receiving a favourable reference. All of these factors may

middy the putatively categorical voluntary involuntary

distinction.

2.8 Employee Management Problem Faced By

Breweries in Nigeria

Insufficient Opportunities for Growth and

Advancement

The organizational equilibrium model is very well known

and recognized researchers, named (March and Simons

in 1958) describing another important factors related to


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the dissatisfaction of the employees which is Insufficient

opportunities for growth and advancement. The model is

specifically focusing on the pre-entrance expectations of

the employees towards their employers. Because not in

every case it is true that according to employee the value

is money rather in current era, as described in (P-O fit

model by Krist of 1996) the less organizational culture of

opportunities are playing a major role in de-motivating

the employees and leading them to move to the

competitions (Sometime at less financial benefits).

Insufficient Recognition or Appreciation

Lee and Mitchells Unfolding Model in (1996) explains

important factor- Insufficient recognition or

appreciation. According to the researchers, this factor

actually forcing the employees to move out the

organization, if their efforts are not recognized very well

by the employer. Whenever an employee going after to

perform some task, assigned by the management, he/she

always looking towards the management for getting some


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they will move defensive mode against that particular

person who is the main sources behind that stress. But

in an organization they could never come up with such

behaviour against their managers so consequently they

decided to move away of the organization.

Lack of Work Life Balance

Lee and Mitchells Unfolding model in (1996) and (beach

and Mitchells Image theory in 1988) defining a very

critical factor lack of work balance behind high

management in the organizations. As every personal in

the world have his/her own life to live which he/she want

to give proper time other than work life. So whenever

employees found any conflict in between both lives they

prefer to move somewhere else where they could avoid

such kind of conflicts.

Cost of Management

Analysis of the cost associated with management yield

surprisingly to understand that general management

practice in the workforce can also have a serious impact

on an organizations profitability and even survival. There


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are a number of costs incurred as a result of employee

management. These costs are derived from a number of

different sources, a few of which are listed below:

Recruitment of replacements, including administrative

expenses, advertising, screening and interviewing, and

services associated with selection, such as security

checks, processing of references, and possibly,

psychological testing.

2.9 Organizational performance

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. Precisely for this reason, in the

last 22 years, there were 6 Nobel prizes awarded to

researchers who have focused on the analysis of

organizations and institutions. Continuous performance

is the focus Determinants of organizational performance:

the case of Romania 287of any organization because only


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through performance organizations are able to grow and

progress. Thus, organizational performance is one of the

most important variables in the management research

and arguably the most important indicator of the

organizational performance.

Although the concept of organizational performance is

very common in the academic literature, its definition is

difficult because of its many meanings. For this reason,

there isnt a universally accepted definition of this

concept (Tannenbaum, 1957). Performance evaluation

during this time was focused on work, people and

organizational structure. Later in the 60s and 70s,

organizations have begun to explore new ways to evaluate

their performance so performance was defined as an

organization's ability to exploit its environment for

accessing and using the limited resources (Yuchtman

and Seashore, 1967).

The years 80s and 90s were marked by the realization

that the identification of organizational objectives is more

complex than initially considered. Managers began to


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2.9.1 Measuring Organizational Performance

Organizational performance itself can be measured in

four buckets.

Relevance: Being the degree to which the

organizations stakeholders think the company is

relevant to their needs. Clients judge the relevance

of products or services by buying them, employees

by working hard, shareholders by buying and

holding hares, and so on.

Effectiveness: Being the degree to which the

organization is successful in achieving its strategy,

mission and vision.

Efficiency:Being how well the organization uses its

resources (financial, human, physical, information)

Financial viability: Being how viable, the

organization is not only in the short (the next

quarters' results) but also in the long term (how

long has the company remained profitable? has the

company shown an ability to make good long-term

investments?)


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These four measures of Organizational Performance are

affected by the organizations motivation and capacity,

and by its interaction with the external environment.

2.5 The Effect of Labour Management Relations

on Organizational Productivity

Within an organization, changes in labour relations are

often affected by management practices.

Labour management relation refers to industry and

relations. Industry can best be described as any

constructive activity in which an individual is committed

while relationsmeans the connection that exists within

the industry by an employer and his workman. The

approach of industrial relations is an establishing and

effective concept and does not restrict itself only to the

complex of relations between the unions and

management but also refers to the accepted web of

connection usually gotten between employees (Pandey,

2007).


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The acceptable relation between employees and

employers is a foundation for the growth of industrial

democracy.

Employee productivity is based on the extent of time an

individual is actually present at a job and effortlessly

performing their duties while at the job. To achieve and

maintain high work productivity, companies must

address both these issues (Adenike, 2011).

Significant research has shown the importance of job

satisfaction in an organization in terms of productivity,

employee relations and efficiency (Fajana, 2001).

Performance is influenced by a workers performance as

well as a collection of environmental and situational

factors. Job satisfaction is a key in any organization

because if employees are not pleased, their work

productivity as well as relationship with management

decreases (Cockburn and perry, 2004). In an attempt to

please employees, managers most frequently make use of

incentive programmes, although research has

consistently proved that no amount of moneygiven will


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change the levels of motivation and job satisfaction

(Joyce and Slocum 2004).

2.6.1 Leadership Style

Leadership is the utilization of power in totality. Exercise

of power involves making things happen through others.

To achieve this, leaders may use one or any of the

following: controlling, guiding, coordinating or gathering

the efforts of others (Gibb, 1954).

Robins (1991) views leadership as an ability to affect a

group in the direction of achievement. Fielder in 1967

defined leadership effectiveness as leaders being able to

achieve organizational goals. To be productive, leaders

must assist group members in satisfying their needs.

Leadership styles, in managerial circumstances, are the

accepted ways a leader acts towards assistance in order

to achieve given objectives. Every organization is a

unique mixture of people, objectives and tasks. Each

leader has a unique character and set of capabilities. A

good leader in one situation may be the awful in another


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(Kurfi, 2009). Research however has shown that proper

style of leadership rests on the following:

The leaders attitude

Nature of the job

The situation at a pint in time and

The preference of the employees

Leadership styles can be classified into three:

Traditional styles: Autocratic leadership,

Democratic leadership and Laisser-faire leadership.

Modern styles: This is an alternative method

brought up by Ransis Likert (1967): Job-centered,

Employees-centered and Job-employee centered.

Contingency approach: Fielders Model, Path-Goal

Model and Vroom - Yetton model (Kurfi, 2009).

Leadership is an important tool for the improvement

of an organization to achieve their desired goals.

Failure of good and productive leadership in any

organization can be said to be the main hindrance

in any societal development. Thus, the inadequate

condition of our backward technology,


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infrastructures and other societal declines are

traceable to poor and incompetent leadership

(Dandago, 2005). With leadership styles in place,

using one which inappropriate can cause

discrepancy. In dealing with situations effectively,

no one style is better than the other. Whether a

specific leadership pattern is suitable or not

depends on the situation (Rahim, 2002).

2.10 Useful Leadership Style Frameworks

So, let's look at some useful approaches shown mainly

in the order they appearedthat you can use to become

a more effective leader. Your own, personal approach is

likely to be a blend of these, depending on your own

preferences, your people's needs, and the situation you're

in.

Lewin's Leadership Styles

Psychologist Kurt Lewin developed his leadership styles

framework in the 1930s, and it provided the foundation


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of many of the approaches that followed afterwards. He

argued that there are three major leadership styles:

Autocratic leaders make decisions without

consulting their team members, even if their input

would be useful. This can be appropriate when you

need to make decisions quickly, when there's no

need for team input, and when team agreement isn't

necessary for a successful outcome. However, this

style can be demoralizing, and it can lead to high

levels of absenteeism and staff turnover.

Democratic leaders make the final decisions, but

they include team members in the decision-making

process. They encourage creativity, and people are

often highly engaged in projects and decisions. As a

result, team members tend to have high job

satisfaction and high productivity. This is not

always an effective style to use, though, when you

need to make a quick decision.

Laissez-faire leaders give their team members a

lot of freedom in how they do their work, and how
http://www.mindtools.com/pages/article/newLDR_47.htmhttp://www.mindtools.com/pages/article/newLDR_47.htm


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they set their deadlines. They providesupport with

resources and advice if needed, but otherwise they

don't get involved. This autonomy can lead to high

job satisfaction, but it can be damaging if team

members don't manage their time well, or if they

don't have the knowledge, skills, or self-motivation

to do their work effectively. (Laissez-faire leadership

can also occur when managers don't have control

over their work and their people.)

2.11 Types of Management Leadership Styles

A leadership style is a leader's style of providing

direction, implementing plans, and motivating

people.There are many different leadershipstyles that can

be exhibited by leaders in the political, business or other

fields.

Management leadership

Management leadership is about finding ways to meet the

needs of your employees and of your organization. There
http://www.mindtools.com/pages/article/supporting-your-people.htmhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Motivationhttp://www.mindtools.com/pages/article/supporting-your-people.htm


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is no single correct management leadership style -- the

best leadership style is the one that meets the challenges

you are facing and the needs of the people you are

leading. Effective leaders are often flexible and are able to

change their style of leadership to suit changing

circumstances.

Classic Styles

Classic styles of leadership describe how much control

the leader gives to those below her. For example, in a

laissez-faire style of leadership, the manager gives little

direction to subordinates and allows them to get on with

things. This style works best when employees are highly

trained and motivated. In contrast, an autocratic style of

leadership is one where leaders exert control over most

aspects of the work and give little scope for workers to

make suggestions or think for themselves. The

participative leadership style stresses teamwork and

invites employees to work together to help solve problems

and increase performance.


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Transformational Styles

The theory of a transformational style of leadership was

first developed by academics James McGregor Burns and

Bernard Bass, who described in their books how leaders

can bring about change in organizations and in workers.

Transformational leaders possess a vision of where they

want the company to go and charisma and skills to

implement that vision. Transformational leadership is

also related to the charisma style of leadership, in which

the leader inspires largely through their personal

charisma, and to the visionary style of leadership, in

which the leader sets out his vision for the organization

and inspires others to achieve that vision.

Transformational styles of leadership work well in

entrepreneurial businesses.

Participative Styles

Some leadership styles focus on participation. One of

these is the democratic style of leadership. In this style,

the leader uses individual employees' knowledge and


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skills to help build a consensus for what direction the

organization should move in. This style is appropriate

when there are several directions an organization could

take. The affiliative style of leadership emphasizes

teamwork. In this style, the leader works to enhance

teamwork and improve communications and morale. This

style may help companies where employees have become

discontented due to poor communications.

Strong Leaders

Some styles of leadership rely on the personality of the

leader for direction. Styles of leadership relying on a

strong leader include pacesetting, in which the leader

sets high standards and may be obsessive about

achieving. Michael Dell, of Texas-based Dell computers,

has been described as a pacesetting leader for his

constant focus on growing the business. In the

commanding style of leadership, the leader orders

employees in the manner of the military. This style may

be useful in crisis situations. In the coaching style of


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leadership, the leader works one to one with workers to

direct them and improve performance.

2.12 Performance Appraisal

In human resource management, performance appraisal

is one of the most important processes because of its

great effect on both financial and program components of

any organization. Performance appraisal has numerous

definitions. It can be defined as a process within the

overall performance management process and also the

evaluation of an individuals work performance in order

to arrive at objective personnel decisions (Robbins et al,

2000). Performance appraisal entails setting goals for the

appraisal system, considering the timing of feedback,

giving candid and constructive feedback and following up

to ensure that the system works. A well-designed

performance appraisal system recognizes an employees

contributions thereby giving employees useful

performance feedback (Dattner, 2010).The appraisal is an

occasion to take a general view of work content, having a


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look back on what has been accomplished and

acknowledge objectives for the next step.

The objectives of appraisal should be decided before the

system is outlined in detail. Its main objective is to study

performance and recognize career and planning needs.

The appraisal may also be used to decide whether

employees should acquire an element of financial reward

for their performance. Appraisals help to enhance

employeesjob performance by recognizing strengths and

weaknesses and decide how their strengths can be best

made of within the organization (Michael, 2000).

A performance appraisal is a review and discussion of an

employee's performance of assigned duties and

responsibilities. The appraisal is based on results

obtained by the employee in his/her job, not on the

employee's personality characteristics. The appraisal

measures skills and accomplishments with reasonable

accuracy and uniformity. It provides a way to help

identify areas for performance enhancement and to help

promote professional growth. It should not, however, be


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considered the supervisor's only communication tool.

Open lines of communication throughout the year help to

make effective working relationships.

Each employee should receive a thoughtful and accurate

appraisal. The success of the process depends on the

supervisor's willingness to complete a constructive and

objective appraisal and on the employee's willingness to

respond to constructive suggestions and to work with the

supervisor to reach future goals.

2.12.1 Techniques/Methods of Performance

Appraisals

Numerous methods have been devised to measure the

quantity and quality of performance appraisals. Each of

the methods is effective for some purposes for some

organizations only. None should be dismissed or accepted

as appropriate except as they relate to the particular

needs of the organization or an employee.


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Broadly all methods of appraisals can be divided into two

different categories.

Past Oriented Methods

Future Oriented Methods

Past Oriented Methods

Rating Scales: Rating scales consists of several

numerical scales representing job related

performance criterions such as dependability,

initiative, output, attendance, attitude etc. Each

scales ranges from excellent to poor. The total

numerical scores are computed and final

conclusions are derived. Advantages Adaptability,

easy to use, low cost, every type of job can be

evaluated, large number of employees covered, no

formal training required. Disadvantages Raters

biases

Checklist: Under this method, checklist of

statements of traits of employee in the form of Yes


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or No based questions is prepared. Here the rater

only does the reporting or checking and HR

department does the actual evaluation. Advantages

economy, ease of administration, limited training

required, standardization. Disadvantages Raters

biases, use of improper weighs by HR, does not

allow rater to give relative ratings

Field Review Method:This is an appraisal done by

someone outside employees own department

usually from corporate or HR department.

Advantages Useful for managerial level

promotions, when comparable information is

needed, Disadvantages Outsider is generally not

familiar with employees work environment,

Observation of actual behaviors not possible.

Performance Tests & Observations: This is based

on the test of knowledge or skills. The tests may be

written or an actual presentation of skills. Tests

must be reliable and validated to be useful.

AdvantageTests may be apt to measure potential


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more than actual performance. Disadvantages

Tests may suffer if costs of test development or

administration are high.

Confidential Records: Mostly used by government

departments, however its application in industry is

not ruled out. Here the report is given in the form of

Annual Confidentiality Report (ACR) and may record

ratings with respect to following items; attendance,

self-expression, team work, leadership, initiative,

technical ability, reasoning ability, originality and

resourcefulness etc. The system is highly secretive

and confidential. Feedback to the assesse is given

only in case of an adverse entry. Disadvantage is

that it is highly subjective and ratings can be

manipulated because the evaluations are linked to

HR actions like promotions etc.

10. Essay Method: In this method the rater writes

down the employee description in detail within a

number of broad categories like, overall impression

of performance, promote ability of employee,


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existing capabilities and qualifications of performing

jobs, strengths and weaknesses and training needs

of the employee. Advantage It is extremely useful

in filing information gaps about the employees that

often occur in a better-structured checklist.

Disadvantages It its highly dependent upon the

writing skills of rater and most of them are not good

writers. They may get confused success depends on

the memory power of raters.

Cost Accounting Method: Here performance is

evaluated from the monetary returns yields to his or

her organization. Cost to keep employee, and benefit

the organization derives is ascertained. Hence it is

more dependent upon cost and benefit analysis.

Future Oriented Methods

Management By Objectives: It means management

by objectives and the performance is rated against

the achievement of objectives stated by the

management. MBO process goes as under.


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2.12 Evaluation and Recognition of Performance

Every organization makes use of the employee

recognition techniques to motivate employees to put more

work in achieving customer satisfaction in order to attain

organizational growth (Hasan, 2011). Organizations focus

on appraising performance of employees by using

different forms like score cards to inspire employees to

better performances (Murphy& Olsen 2008).Firms center

on the use of performance measures to enable managers

take actions in an attempt to accomplish organizational

objectives (Drury 2004). Performance measures are

essential for managers to track and measure

performance for their employees as well as for employees

to be aware of the financial impact of their performing

outcome (Anthony &Govindarajan, 2001).Despite the fact

that so much has been noted on the need for close

analysis of performance measures, however almost very

little established on performance measurement systems

in developing countries (Hussain, 2005).


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CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

The chapter discussed the methods and procedures used

in carrying out the study. It entails the following sub-

headings namely:

Research design

Research population

Research sample/sampling techniques

Instrumentation

Validity of instrument

Reliability of instrument

Administration of instrument

Method of data analyses

3.2 Research Design

Research design is defined as questions of how the

subject is brought to the scope of study, and how they

will be employed within the result (Baridam, 2000). The


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research design used in this study is the descriptive

research method which is largely quasi-experimental. The

descriptive research method as applied here gives a clear

picture of the situation. It is so designed to enable the

data received be as valid, accurate, objective and

economic as possible and will employ the survey research

design or method for collecting primary data through the

administration of questionnaires on respondents and

personal oral interviews on issues related to the effect of

time management on students academic performance.

1.3 Research Population

Population is all the members of a well-defined group,

event class and objects. Population does not refer to

people only in research. It defines the limits within which

the research findings are applicable. From the available

information gathered so far by the researcher, the

population of the organization under study is 442 which

include employees and management.


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3.4 Research Sample/Sampling Technique

The population of the research was so large that studying

the entire population would make the study very

cumbersome and difficult to derive or arrive at a

conclusion. Therefore, a sample of the population was

taken in order to make the study more focused.

This study employed the simple random sampling

techniques. The study employed Yaro-Yamen formula for

sample size determination. The formula is:

n = N

1+N (e)2

Where:

n = Sample size expected (sought)

N = Population size (parameter)

1 = Theoretical constant

e = Tolerable level of error or level of significance

(0.05)


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n = N

1+N (e)2

n = 4421+442 (0.05)2

n = 442

2.105 = 210

The sample size for this study as determined using Yaro-

Yamen formula is 210

3.5 Instrumentation

The instrument used for data collection was

questionnaire and oral interview in order to obtain

relevant, valid, and reliable data from the respondents. A

questionnaire was designed by the researcher with great

care and simplicity that made it easily understood by the

respondents. The questions were structured using the 4

point Likert scale ranging from Strongly Agreed, Agreed,

Disagreed, and Strongly Disagreed.

In the course of administering the questionnaire, series of

oral questions were put to the respondents, for the


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purpose of explanation of the subject matter and for

clarity of opinion of the respondents.

3.6 Validity of Instrument

Validity is defined as the degree to which a measuring

instrument measures what it is designed to measure

(Baridam, 2000). Validity is an important instrument in

the measurement of research variables. For the purpose

of this study, face validity was used to establish the

validity of the instrument. The questionnaire was sent to

the researchers supervisor and some experts in

measurement and evaluation to ascertain its validity.

3.7 Reliability of Instrument

An instrument is said to be reliable when it consistently

measures what it is supposed to measure. Against this

premise, the researcher adopted the test-retest method.

Copies of the questionnaire was administeredto the

sample unit and collected upon completion. After an

interval of two weeks, the same questionnaire was

administered to the sample unit.The reliability of the


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instrument was established using the spearman-Brown

Prophecy formula;

r2

= nr1

1+(n-1)r1Where:

r2 = Correlated reliability

r1 = Uncorrelated reliability

n = Number of parts (e.g. for values, n =2)

Using a correlation coefficient of 0.055 and applying the

Spearman-Brown formula we had.

r2 = 2(0.55)1+ (2-1)55 =0.70

Hence, the statement was found to be 70% reliable

3.8 Administration of Instrument

210 copies of questionnaire were administered personal

by the researcher to the employees and management of

Pabod Breweries, Port Harcourt in Rivers State. It

wasdistributed, completed and retrieved within the time

interval of two weeks.


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3.9 Method of Data Analysis

The data collected was analyzed using chi-square

statistical tool. The simple percentage was used to

analyze the research questions. The test of hypotheses

was conducted at 0.05 level of significance, the formula

of chi-square (2) is stated thus:

2

= (fo-fe)2

Fe

Where:

2 = Chi-square

= Summation

Fo = Frequency observed

Fe = Frequency expected

Degree of freedom (df) was calculated as:

Df = (R-1) (C-1)

Where:

R = Number of row


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C = Number of column

1 = Theoretical constant

The decision rule was that, if the calculated 2 value is

less than the 2 critical value, the null hypotheses will be

accepted, if otherwise, it will be rejected.


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Table 4.1 above shows 210 copies of questionnaires

distributed, 168 copies were completed and retrieved,

which gives a response rate of 80%of the questionnaires

distributed. Out of the total number of (210)

questionnaire distributed, 42 copies were with-held,

which gives a response rate of 20% of the questionnaire

distributed.

Research question 1: To What extent does trade

unionism affect employees performance in Pabod

breweries?

Table 4.2: The extent to which trade unionism affects

employees performance in Pabodbreweries.

Response Pattern Frequency of

Response

Percentage (%)

Strongly agreed 76 45%

Agreed 38 23%

Disagreed 30 18%

Strongly disagreed 24 14%

Total 168 100%

Source: Field Survey, 2014.


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Table 4.2 above shows that out of the 168 respondents,

76 respondents rated at 45% strongly agreed that trade

unionism affects employees performance in Pabod

breweries, 38 respondents rated at 23% agreed to the

fact, 30 respondents rated at 18% disagreed confidently

to the fact, while 24 respondents rated at 14% strongly

disagreed that planning ahead influence students

performance. From the interpretation above, 99

respondents rated at 40% strongly agreed that trade

unionism affects employees performance in Pabod

breweries.

From the interpretation above, 76 respondent rated at

45% strongly agreed that trade unionism has a great

effect on employee performance in Pabod breweries.

Research question 2: To what extent does leadership

style affect productivity of workers in Pabod breweries?


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Research Question 3:To what extent does performance

appraisal affect employees performance in Pabod

breweries?

Table 4.4: The extent to which performance appraisal

affects employees performance in Pabodbreweries.

Response Pattern Frequency of

Response

Percentage

(%)

Strongly agreed 79 47.02%Agreed 34 20.24%

Disagreed 32 19.05%

Strongly disagreed 23 13.69%

Total 168 100%


Table 4.4 above shows that out of 168 respondents, 79

respondents rated at 47.02% strongly agreed that

performance appraisal affect employee performance in

Pabod breweries, 34 respondents rated at 20.24% agreed

to the fact, 32 respondents rated at 19.05% disagreed

confidently to the fact, while 23 respondents rated at

13.69% strongly disagreed that performance appraisal

affect employee performance in Pabod breweries.


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From the interpretation above, 79 respondents rated at

47.02% strongly agreed that performance appraisal affect

employee performance in Pabod breweries.

Test of Hypotheses

Hypotheses 1

Ho1: there is no significant relationship between trade

unionism and employee performance in Pabod

breweries.

The hypothesis was tested at 0.05 level of significance.

Decision Rule was that if the calculated 2value is less

than the critical 2 value, the null hypothesis will be


Table 4.5: Calculation of Observed Frequency for

Hypotheses 1

Level SA A D SD Total

Senior Staff 15 12 5 11 43

IntermediateStaff

61 26 25 13 125

Total 76 38 30 24 168

Source: Field Survey, 2014


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Calculation of Expected Frequency (fe)

RT x CTGT

Where:

RT = Total Row

CT = Total Column

GT = Grand Total

Fe 1: 43x 76168 = 19.45

Fe 2: 43 x 38168 = 9.73

Fe 3: 43 x 30168 = 7.68

Fe 4: 43 x 24168 = 6.14

Fe 5: 125 x 76168 = 56.55

Fe 6: 125 x 38168 = 28.27


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Fe 7: 125 x 30168 = 22.32

Fe 8: 125 x 24168 = 17.86

Table 4.6: Calculation of Chi-square (2) Values

Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)2

Fe

15 19.45 -4.45 19.803 1.018

12 9.73 2.27 15.153 0.5305 7.68 -2.68 7.182 0.941

11 6.14 4.86 23.620 3.847

61 56.55 4.45 19.083 0.354

26 28.27 -2.27 5.153 0.182

25 22.32 2.68 7.182 0.322

13 17.86 -4.86 23.620 1.323


Degree of freedom = (R-1) (C-1)

= (2-1) (4-1)

= 1 x 3

= 3

2= 8.513


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2 critical value = 7.815 at 0.05 level of significance at

degree of freedom 3.

Decision: Following the decision rule, since calculated

2value 8.513 is greater than the 2critical value 7.815.

The null hypothesis states that, there is no significant

relationship between trade unionism and employee

performance. While the alternate hypothesis which states

that, there is a significant relationship between trade

unionism and employee performance is accepted.

Hypotheses 2

Ho2:There is no significant relationship between


Pabodbreweries.

The hypothesis was tested at 0.05 level of significance.

Decision Rule was that if the calculated 2value is less

than the critical 2 value, the null hypothesis will be



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Table 4.7: Calculation of Observed Frequency for

Hypotheses 2

Level SA A D SD TotalSenior Staff 14 12 6 11 43

Intermediate

Staff

58 23 30 14 125

Total 72 35 36 25 168


Calculation of Expected Frequency (fe)

RT x CTGT

Where:

RT = Total Row

CT = Total Column

GT = Grand Total

Fe 1: 43 x 72168 = 18.43

Fe 2: 43 x 35

168 = 8.96

Fe 3: 43 x 36168 = 9.21


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Fe 4: 43 x 25168 = 6.42

Fe 5: 125 x 72168 = 53.57

Fe 6: 125 x 35168 = 26.04

Fe 7: 125x 36168 = 26.79

Fe 8: 125 x 25168 = 18.60

Table 4.8: Calculation of Chi-square (2) Values

Fo Fe Fo-Fe (Fo-Fe)2

(Fo-Fe)2

Fe

14 18.43 -4.43 19.62 1.065

12 8.96 3.04 9.24 1.031

6 9.21 -3.21 10.30 1.118

11 6.40 4.2 21.16 3.306

58 53.57 4.43 19.62 0.366

23 26.04 -3.04 9.24 0.355

30 36.79 -6.79 46.10 1.253

14 18.60 -4.6 21.16 1.138


2= 9.632


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Degree of freedom = (R-1) (C-1)

= (2-1) (4-1)

= 1 x 3

= 3

2 critical value = 7.815 at 0.05 level of significance at

degree of freedom 3.

Decision:Following the decision rule, since calculated 2

value 9.632 is greater than the 2 critical value 7.815,

the null hypothesis which states that, there is no

significant relationship between leadership style and

productivity of workers in Pabod breweries is rejected.

While the alternate hypothesis which states that there is

a significant relationship between there is significant

relationship between leadership style and productivity of

workers in Pabod breweries is accepted.


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4.3 Summary of Findings

Arriving at findings as analyzed and interpreted in this

chapter. The researcher administered 210 copies of

questionnaires to senior and intermediate staff in Pabod

breweries Port Harcourt, Rivers State. 168 copies of the

questionnaire were duly completed and retrieved, which

gave a response rate 80%of the questionnaires

distributed. Out of the total number (210) of

questionnaire distributed, 42 copies were with-held,

which gave a response rate of 20%of the questionnaires

distributed.

The findings discovered that trade unionism has a great

influence on workers performance in Pabod breweries

Port Harcourt, Rivers State. It was also revealed that

leadership style has a great effect on productivity of

workers in Pabod breweries Port Harcourt, Rivers State.


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The tested hypotheses prove alternatively as follows:

Ho1: There is a significant relationship between trade

unionism and employee performance in Pabod

breweries, Port Harcourt, Rivers State.

Ho2: There is a significant relationship between


Pabod breweries in Port Harcout, Rivers State.


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CHAPTER FIVE

DISCUSSION OF FINDINGS, CONCLUSIONS,

RECOMMENDATIONS

5.1 Introduction

The chapter focused on discussion of the findings made

in the previous chapter. Based on these, conclusions and

recommendations were adduced. However, limitations of

the study and suggestion for further study were made.

5.2 Discussion of Findings

The analysis of the hypothesis one (1) which states that,

there is no significant relationship between trade

unionism and employee performance in Pabod breweries

Port Harcourt. The study revealed that there is a

significant relationship between trade unionism and

employee performance in Pabod breweries Port Harcourt.

This could be due to the sustained hostility from some

employers and occasional state repression coupled with

membership passiveness and indifference of the public;

trade unions remain an enduring institution in the


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employment relations. The finding supports Mulvey

(1978) as he acknowledges that in most of the industrial

countries the most pervasive institution is the trade

union movement. Trade unions developed in response to

challenges thrown up by the new organization of work

and production built around the factory system that

emerged as the new centre of economic activities after the

industrial revolution in the 17th and early 18th

centuries. The finding also supports Otobo (1996) study

that trade unions occupy a special position because they

are organizations of wage earners, workers, and quite

often they are about the only other group in society that

has as its main duty or responsibility to react to the

industrial and socio-economic policies of government and

of private employers and try to protect the interest of

members within individual enterprises. The finding is

also in accordance with Adewumi, (1997) who stated

that Nigerian Trade Union movement comprises a variety

of unions that represent the specific interest of workers.

They engage in struggling for the rights and welfare of


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their personal charisma, and to the visionary style of

leadership, in which the leader sets out his vision for the

organization and inspires others to achieve that vision.

This style of leadership works well in entrepreneurial

businesses.

From personal interviews, it was observed that few

employees felt a sense of pride in their performance.

This supports Charringtons (2000) study, which posits

that the feeling of pride and craftsmanship may be an

important and desirable work-related outcome for

individual who value work in itself.

5.3 Conclusions

The work examined labour management practices on

employee performance in Pabod breweries Port Harcourt.

Although our data centered only on Pabod breweries Port

Harcourt, it is believed that this relationship may not be

very different from those in other organizations. The

findings revealed that:


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1. Trade unionism has a great significant influence on

employee performance in Pabod breweries Port

Harcourt.

2. Leadership style has a great significant influence on

productivity of workers in Pabod breweries Port

Harcourt.

3. The management develops cool feet as regards to

employees welfare. This is because they see the

employee as working tool rather than seeing them

as a partner in business.

4.

Rewards like promotion, recognition, and bonus

should be given to workers in other to motivate their

morale.


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5.4 Recommendations

The following recommendations were made:

1.

In order to reduce the fear for trade unionism,

management of Pabod breweries should respect and

see their workers as a partner in business and not

as a working machine.

2.

Management should also improve the performance

evaluation system so that the implication of

procedural and distributive justice makes

employees satisfied with the performance evaluation

system.

3.

Pabod breweries should adopt management by

objective (MOB) as a mechanism for improving the

organizational performance.

4. Pabod breweries should also evaluate the

performance of their workers in other to know the

appropriate rewards like promotion, recognition,

and bonuses that should be given to each worker.


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5.5 Limitations of Study

In the course of carrying out this study, the researcher

was faced with some challenges they are.

1. Financial constraint: considering the economic

condition of the country as regards to the price of

commodities, transportation fare, research

materials etc. the researcher did not find it easy

meeting all her financial obligations.

2. Time constraint: considering the highly

challenging and demanding of research which

requires or need a lengthy stipulated time, the

researcher was faced with limited stipulated time in

the midst of a very busy university academic

calendar.

3. Gathering of data: sourcing of data both from

primary and secondary sources was cumbersome

especially with the wrong impression of some

respondents that the researcher had ulterior motive

on the data.

5.6 Area for Further Research


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