COLLECTIVE BARGAINING AS A TOOL FOR IMPROVING ORGANIZATIONAL HARMONY AND PRODUCTIVITY (A STUDY OF UBA NIGERIA PLC)

Abstract

Work place harmony among employees and high organisational productivity are essential for expansion and profit making in any work organisation. Past studies on organisational productivity have not adequately assessed collective bargaining as it potent factor in accelerating workplace peace and high outputs. Consequently the study examined collected beginning as a tool for Organizational productivity and harmony, in UBA Nigeria plc. Theory of collective bargaining by chamberlain provided the framework, research design was purely survey and the sample size 392 was selected. Multi-state sampling technique was used involving purposive, stratified and simple random technique. Questionnaire was the instrument used for data collection. While 47.4% were females, 52.6% were males. More so majority of the respondents (67.59) were between 29 years and below, 28.85% were between 30 years and 39 years while 3.56% 40 years and 49 years. Additionally 49.01% of the respondents had 5 years working experience in the bank, 36.03% of the respondents were between 6-10 years working experience while 14.62% were between 10-15 years while 14.62% between 10-15 years and 2.73% were between 16-20 years working experience. In respect of salaries being paid regularly to promote labour management corporation, 43.5% of respondents strongly agreed, 21.7% disagreed, 17.4% agreed and 17.8% strongly disagreed. As to whether favourable condition existed in UBA, does the 36.4% strongly agreed, 18.6 disagreed, 26.5% agreed, 18.6% strongly disagreed. As to whether employees are satisfied with how management handled collective bargaining 33.6% strongly disagreed, 13.4% disagreed, 47.4% agreed, 5.5% strongly agreed. As to whether disputes took place between Labour and employer, 43.1% strongly disagreed, 7.9% disagreed, 37.2% agreed, 11.99% strongly agreed. Hypothesis 1 indicated that there was a positive relationship between terms and conditions of employment and labour management corporation. Hypothesis 2 also showed significant relationship between collective agreement and agreement implementation. Hypothesis 3 revealed a significant relationship between disputes settlement and industrial democracy. Hypothesis 4 indicated that there was a significant relationship between rules making and industrial peace in the workplace. Collective bargaining is a fundamental mechanism to prevent industrial disputes and foster worker-management co-operation and consequently the trade unions.