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.
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