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DEFINED
The first labor union—the civil service union— emerged in 1912. By 1950 the number had grown to
144 with more than 144,000 members, and 300,000 in 1963 affiliated with 5 central labor associations.
Because of a series of labor problems and the meddling of politicians between 1963 and 1975, the
military government dissolved the central unions and decreed only 1 central unit, the Nigerian Labor
Congress, in 1976. In 1977 11 labor union leaders were banned from further union activity. A 1978
labor decree amendment reorganized more than 1,000 previously existing unions into 70 registered
industrial unions under the Nigerian Labor Congress. In addition to the recognized trade unions,
women's organizations, mostly professional and social clubs, collectively seek to improve women's
conditions and participation in the economic and political life of the nation. Journalists, university
professors, and students have their own organizations also as interest groups.
The term industrial conflict denotes the clash of interests, and resulting disputes of varying
intensity, between individuals, groups and organisations in the industrial relations system. The
relationship between the owners/managers and the workers/employees is frequently one of conflict.
Conflicts may exist latently or manifest themselves overtly at every level of industrial relations. The
overt forms of conflict are various and include absenteeism, sabotage, go-slows, work-to-rule,
restriction of output, non-cooperation and industrial action (strikes, lock-outs, boycotts). Industrial
conflict may centre around differences in values and objectives, and relationships in terms of power,
status and distribution. Whereas industrial conflict and peace refer to industrial relations issues, social
conflict and peace refer to issues in the wider political and social sphere. There are numerous theories
on the source of industrial conflict, ranging from radical class-oriented Marxist views to theories views
which attribute conflict to the clash of economic interests in the employment relationship, because
workers/employees and managers have different interests with regard to wages and effort.
The term industrial action refers to a situation where the employers' or the employees' side takes
collective action to exert pressure on the other collective bargaining party in order to achieve its goals.
The term is often used synonymously with labour dispute. Forms of industrial actions include strikes by
employees, lock-outs by employers, and boycotts. Industrial action can be measured in three
dimensions:
It is much disputed whether industrial action as a means of coercion is necessary to the conclusion of a
collective agreement and whether its availability is a necessary precondition for free collective
bargaining. Some argue that strikes are just accidents in faulty negotiations or exist to show that the
trade unions' weapons are not becoming rusty. Others argue that the right to bargain collectively
presupposes that the social partners can establish and maintain a balance of bargaining power by
resorting to industrial action. Still others argue that strikes serve as filtering and information
mechanisms whereby the union receives information on the profits of the employer and the employer
receives information on union militancy. As a consequence, more profitable employers will settle more
quickly, implying higher wage rises for the unions, whereas low levels of profit will lead to long strikes
New patterns of working, the globalisation of production and the introduction of information
technologies are changing the way we work. This new working environment has eliminated some risks
whilst introducing others. The importance of the psychosocial working environment for the health of
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employees is now well documented, but the effects of managerial style have received relatively little
In this research work, we will examine the relationship between industrial conflict management in the
workplace and self-reported measures of stress, poor general health, exhaustion and sickness absence
Nigerian labor laws prohibit forced or compulsory labor. They also prohibit the employment of
children under 15 years of age in commerce and industry and restrict other child labor to domestic or
agricultural work. Many children, however, hawk goods in markets and junctions of major roads and
streets in the cities and assist their parents in trade and commerce. In 1974 the military government
changed the work week from 35 to 40 hours by decree and stipulated payment for extra work done over
the legal limit. Employers are required by law to compensate employees injured at work and dependent
Strikes or industrial actions by workers tend to be frequent in Nigeria. Although plagued by leadership
struggles, ideological differences, and regional ethnic conflicts, the Nigerian Labor Congress has been
able to organize or threaten nationwide workers' strikes, demanding the retention of government
subsidies on petroleum products, minimum wages, and improved working conditions. Public health
doctors organized in 1985; several labor unions in 1998 protested the austerity measures of the
Structural Adjustment Program. Similar actions were taken by the Academic Staff Union of Nigerian
Universities (1986, 1988)(and even now our universities are on strick), the National Union of Nigerian
Students (1986, 1989, 1990s), and the National Union of Petroleum and Natural Gas Workers (1997).
Conditions for workers in Nigeria are far from ideal. Civil servants and employees of private
companies (foreign) have relatively good offices and facilities, health care, and wages, but that is not
the case for most of the others. Conditions in the pre-collegiate schools and the universities have
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deteriorated markedly because of repression, underfunding, and irregular payment of salaries. Protests
or industrial actions by trade union leaders often resulted in detention. A number of university students
were killed by the police, and the universities shut down following students' protests and riots. Some
doctors and professors lost their jobs because of industrial action. In addition, income inequalities
between the rulers and bureaucrats on the one hand and masses of workers on the other, poor wages,
and late payment of salaries demoralize workers. Furthermore, they adversely affect their standard of
living, health, and work productivity. The poor conditions contribute to the pervasive corruption in
Nigeria and the use of the country as a conduit for drug trafficking.
Wage Demands
The level of wage and salaries is often the major cause of disputes between an employee and
employer. It also refers to a demand by employees for an increase in their wage rate or changes to the
way in which their wages are calculated or determined. As well, wage demands may relate to pay rates
may need to be adjusted to compensate employees in times of inflationary pressures such as GST and
interest rates. Employees are more likely to seek wage increases to maintain their standards of living.
Working Conditions
Disputes often arise over issues of working conditions and safety at the workplace. Include disputes
concerning issues such as leave entitlements, pensions, compensation, hours of work. Employers will
need to monitor physical working conditions and provide adequate protective clothing and equipment,
first aid facilities, quality working equipment and amenities such as lunch rooms, change rooms and
toilet facilities. Employees will take action if there is a risk to either their or others health and safety.
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Management Policy
Disputes are often the result of inadequate consultation by management with their employees. Disputes
over changes that management wishes to implement will often cause industrial conflict. Matters include
terms and conditions of employment, new awards and agreements, award restructuring, outsourcing
This usually refers to non-industrial issues, but rather involves wider issues directed at persons or
situations rather than those relating to the employer-employee relationship. Employee unions,
federations and associations will often undertake actions that are unrelated to the basic wages and
This usually refers to non-industrial issues, but rather involves wider issues directed at persons or
situations rather than those relating to the employer-employee relationship. Employee unions,
federations and associations will often undertake actions that are unrelated to the basic wages and
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PERSPECTIVES ON CONFLICT
• The different stakeholders in employment relations view the relationship between employers and
Unitary Perspective
In unitary perspective employees and employers work together as a team to achieve common goals.
The unitary approach in ER assumes stakeholders such as employees and their employers work “hand
in hand” to achieve shared goals. It sees the business as a unified entity in which everyone shares the
same purpose and is part of the same team. If conflict does arise, it is seen as the fault of poor employee
Pluralist Perspective
The pluralist perspective believes that conflict between employers and employees given their different
aims and interests is expected at times. It also recognizes that some interests are shared and that
decision making should be shared between the competing parties. Both parties need to accept that the
differing views can be considered for successful industrial relations to occur. So managers must
develop an effective system of communications that allows employees to express their views and to
Radical Perspective
Radical approach believes that there are such fundamental differences between employer and employee
that it’s almost certain that conflict will always occur. Sees conflict in the workplace and reflects the
traditional view of “us employees VS those employers”. It believes that employers and employees are
disputes. Line managers are playing a much greater role today in resolving disputes.
• Employees: Use grievance procedures and negotiate agreements with employers with or without
Employer associations: Provide information and support to employers, assist in negotiations with
• Unions: Represent employees in disputes from the shop floor to the national level, negotiate with
• Government organisations: Through their legislation can resolve or even prevent disputes.
Government has also established the rules under which the parties negotiate, whether in individual
contracts, collective bargaining or in the conciliation and arbitration system. Government also has the
responsibility of ensuring that these rules are followed, and stands ready to intervene if an agreement
cannot be reached.
• There are two main forms of industrial action that can be taken by employees or employers; overt
action (physical response, highly visible) and covert action (silent and unseen response)
Overt
Overt industrial action is highly visible, direct and aimed at gaining max awareness and well organised
by unions.
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Lockouts
Action taken by employers where employees aren’t permitted to enter the workplace and are locked out
from the workplace unless they agree to follow management order or work as directed
Pickets
Pickets is where striking workers or a union attempt to gather outside the workplace forming a line to
prevent entry of other employees, contract labour or suppliers from entering the workplace.
Strikes
A strike is a withdrawal of labour from production. Strikes are the most overt form of industrial action
and aim to attract publicity and support for the employees case. Strikes occur when employees
Bans
Is when employees refuse to form a task that is usually not specified in their employment contract, such
as overtime.
Work-to-Rule
Working to rule is similar to a work ban and involves workers only performing what is contained in
their employment contract or award and following the strict terms of their employment contract or
award.
Covert
Absenteeism, sabotage, turnover, exclusion from decision-making in business. Covert action is not
Usually refers to when employees are unhappy, usually when employees are not being considered by
employers in times of dispute, the employees may undertake a system where they do not show up to
work, and absent themselves. Employees may undertake mass absenteeism with many being off at the
same time, or rotational absenteeism where they almost roster who will be taking time off. Action of
this sort disrupts the business but does not stop the employee’s income (sick leave), so it is favored by
some employees
Sabotage
Employees may take industrial action in the form of deliberately damaging physical items and causing
vandalism in the workplace. Damage is done by employees to either the product or in the production of
the product. Employees usually take such action to harm or destroy the image of a firm.
Staff Turnover
High voluntary labour turnover (resignation) rates are often linked with absenteeism rates as indicators
Conflict can arise when employees believe that they haven’t been given the opportunity to have their
say for e.g. not inviting employees to meetings. It occurs when an employer does not involve
collaborative working relationships, and by training staff in procedures, policies and guidelines for
managing disputes.
Grievance Procedures
The very first step of negotiating any industrial relations issue starts in the workplace. A grievance
procedure is a formal series of steps which are meant to be followed when a dispute arises. They
usually start with the first point of contact, such as a supervisor and then to senior levels of
management.
Negotiation
This involves a formal or informal discussion between the employee and employer level in which both
parties agree to a mutual agreement to resolve the dispute. Under the process of negotiation parties do
Mediation
Mediation follows if negotiation is unsuccessful. Mediation occurs when a neutral third person is
introduced who helps the parties to find a basis for an agreement that is acceptable to the disputing
Conciliation
Conciliation is the formal means of settling a dispute when it cannot be resolved and may be referred to
a third party, such as the AIRC, usually an industrial commissioner with the necessary qualification and
skillswho encourages the parties to negotiate their own agreement and brings the parties together.
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Arbitration
If conciliation fails, the matter may be referred to arbitration, arbitration is very similar to the
procedures of conciliation, where the independent third party again comes from the Industrial Relations
Commission.
The main difference here is that the arbitrator considers the arguments of both sides and makes the final
This is where a dispute goes beyond the boundaries of a quick resolution such as conciliation,
arbitration; grievance procedures, negotiation and mediation, and needs to be settled in court, where
common law applies. Here the Australian legal system will be used if the party believes that the dispute
or action has broken the law. This could be a breach in tort law or contract law.
Business/division closure
If the dispute is impossible to resolve it may result in the closure of that division or business. Closure of
Industrial conflicts have both costs and benefits although in many cases they are difficult to
measure. The costs and benefits may be financial, personal, social, political and international.
Financial: Costs
Cost could include loss of production and reduced productivity due to bans, and loss of wages for the
employee if the dispute results in cutting production and work. Firm’s reputation may be damaged. The
cost associated with legal representation is a financial burden upon the firm.
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Benefits
Benefits could mean better work practices and increased productivity, and for employees through
higher wages. It could result with fewer disputes and less absenteeism and labour turnover.
Personal: Costs
Could include a high level of stress for employer and employee and reduced job satisfaction and could
Benefits
Could mean improved working conditions for employees, including better occupational health and
safety, and better more efficient production processes for employers. Greater employee involvement
and motivation.
Social: Costs
Tensions and dissatisfaction at work can lead to breakdowns at home, even domestic violence.
Employers could suffer from vandalism of the workplace and conflict in the community.
Benefits
For both employers and employees could be that the conflict clears the air and leads to improved
communications systems.
Political: Costs
Cost could include damaged reputations for some politicians and political parties associated with
industrial conflicts. Bitterness between unions and government can lead to political conflict
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Benefits
Could flow to politicians and political parties who present policies that reduce industrial conflict
International: Costs
Nations reputation for stability can be lost and Gain a reputation as being an unreliable supplier.
Productivity levels drop increasing costs and making Australian business less competitive against
overseas efficient businesses. Furthermore a loss of export income could occur after periods of
disruption.
Benefits
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