Influence of Industrial Relations on the Management of Industrial Dispute (A Study of Selected Private Enterprises in Delta State)

Ellis Idemobi

doi:10.11648/j.jim.20170603.12

Abstract

This study on “The Effects of Industrial Relations on the Management of Industrial Dispute” was to: determine the association between dispute management style and dispute resolution; ascertain the relationship between industrial dispute settlement machinery and industrial conflict resolution; find out the relationship between industrial democracy and industrial harmony; and determine the association between employee-employer relationships on curbing conflict. This study adopts the descriptive research design. The population of study consists of 465 employees of selected aluminum companies in Asaba Delta State. Structured questionnaires built on four point scale was used to obtain information from the respondents. The results show that: there is a significant association between dispute management style and industrial dispute resolution; there is significant association between dispute settlement machinery and industrial conflict resolution; that there is a significant relationship between industrial democracy and industrial harmony; and there is a significant relationship between employee-employer relation and curbing of industrial conflict. The study therefore recommends among other things further studies to determine the role of industrial relations in preventing industrial conflicts, as the best way of solving any problem is a proactive approach.

Highlights

Workplace dispute is the presence of disharmony when interests, goals or values of different individuals or groups are not compatible, frustrating each other’s’ attempt to achieve objectives in an organization [1]
The Chi-square test of independence on the association between dispute management style and industrial dispute resolution leads to the rejection of the null hypothesis and the conclusion that there is a significant association between dispute management style and industrial dispute resolution
The contingency coefficient suggests that a unit change in management style brings about 29.8% change in industrial dispute resolution

Summary

Introduction

Workplace dispute is the presence of disharmony when interests, goals or values of different individuals or groups are not compatible, frustrating each other’s’ attempt to achieve objectives in an organization [1]. Good industrial relations are necessary to ensure industrial peace in the workplace as good relations are maintained in the interest of all parties Verma (2005). Medok and Goowalla [2] argued that industrial disputes are rooted in political, historical and socio-economic variables and behavioral factors. The authors divided the causes of industrial disputes into economic and noneconomic. Employee dismissal and retrenchment, bonus, working conditions and hours of works. Further causes of industrial dispute may include medical, educational facilities, housing facilities for the workers

Objectives

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Conclusion