CHAPTER ONE
1.0
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
In the work place, we have the workers and management team in
the organization engage in formal relationship, which is purely for operational
purposes. The relationship between the management and workers contractual,
which is that the employer-employee relations.
Every organization has some set objectives which it wants to
achieve, and these objectives cannot be achieved without an effective cordial
relationship between labour and management, these objective: high productivity,
large market size and increased asset base. The success of an organization is
not only measured by the amount of profit the company can make, but also by the
degree of industrial peace and harmony that can be maintained, therefore
employers of labour must pay more attention to the needs of labour, so as to
maintain high performance. Management having been entrusted with the day
running and administration of the organization should regard and treat
employees as a vital and essential asset of the organization; employees on the
other hand should try to appreciate the effort of management in trying to
protect the interest of investors and shareholders.
Labour and Management are faced with many difficult
challenges: In an organization, management set goals and targets which it must
meet, so they employ men and women from different background to help meat these
goals and target. Most often these individuals goals and targets tend to
conflict with the organization’s goals and sometimes the
goals of the individual worker in the organization conflict with one another,
there is therefore bound to be disagreement, disparities, dis-cordination and
conflict which vary from minor differences of opinions to intensive discord.
The problem of low performance in
an organization occurs when there is no cordial relation between management and
its workers; this brings about lack of understanding thereby preventing
management and workers from achieving their goals, in such a situation there is
usually low productivity, no staff morale, low pay, lack of promotion and no
maintenance culture.
The swift-moving of current
information, knowledge and skills, continue to increase the difficulty for
management to keep up and advance with new development in an organization. It
is tragic to note that employers are not aware of the effect of lack of
communication to productivity, if information’s are communicated effectively to
the employees, it will help them to put their effort in the right direction and
prevent waste, information should flow freely from the lowest in the
organization to the highest, it is important that workers know at all times
what is going on if they are to work happily and confidently.
Workers should be motivated if
the best is to be expected from them, money alone does not motivate a worker,
job satisfaction and secured tenure of office are equally necessary if not more
important (E.I.O. Osundele). The problem of monopolizing decision making by
management disrupts peaceful co-existence of labour management relations. Nel
(2002) said that industrial democracy is
important to workers because it
result in an increased share in the control of the organization, management
should see workers participation in decision making as a way of increasing the
commitment and control of workers. As a result of all these one can easily
appreciate the need for a good labour- management relation, if high
productivity must be maintained.
1.2
ORGANIZATIONAL BACKGROUND OF POWER HOLDING
COMPANY OF NIGERIA (PHCN).
Power Holding Company of Nigeria (PHCN) formally called
National Electric Power Authority (NEPA), came into existence by the degree no
24 of 1972 following the amalgamation of the electricity corporation of Nigeria
(ECN) and the Niger Dams Authority (NDA). Its name changed form NEPA to PHCN ON
May 5th 2005, its consumer population is
about 2.5 million and staff strength as at January 2009 was 37,000 comprising
of senior staff, management staff and junior staff.
It has the patent right to provide electricity to Nigeria, so
producing electricity to its customers is the organizations major objectives
with 37 years of its operations major objectives, within 37 years of its
operation, it has constructed 10 power stations with only 6 of them operating
partially, the power stations are grouped into two, the thermal power stations
and the hydrso power stations.
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