2.6.4. Remuneration; wages for unionized verses non-unionized public sector342.6.4. Non-wage benefits for unionized v/s non-unionized public sector workers342.6.5. Unionism in the Nigerian perspective342.6.6. Unionism in the African perspective372.7. Strategies for Effective Industrial Conflict Management38Collective bargaining40Resolving any disputes in an institutionalized manner41The prime prerogative of collective bargaining is meant to be the striking goal of a collective agreement responsibly, regulating the terms and conditions of employment in the bargaining is rendered collective in a representative forum wherein all the parties are of the trade union. Another party of the collective bargaining is the employer and government. 41Collective bargaining in the international domain44Collective bargaining in the Nigeria472.8.
Review of some Studies on Industrial Conflict492.8.2. Previous studies on industrial relations512.8.3. Review of industrial conflict512.9. Industrial Conflict Resolution Strategies57Government policy and reforms602.10. Strategies for Enhancing Industrial Harmony612.11. Theoretical Framework63Conclusion65References66Books66Journals and Reports. 68Web Referencing732.1. Introduction Industrial conflict which in essence refers to the expression of dissatisfaction in a given employment setup or relationship especially the ones involving the contract of and the bargain of effort has received much attention in the recent years (Akintade & Olu, 2000,). Nigerian system of industrial relations in particular has drawn much attention due to previous sluggish performance in the macroeconomic sector and the slowdown in productivity growth as the country went through a transition from the military rule.
Different researchers have engage in researches aimed at identifying different strategies by which performance can be improved (Matanmi, 2007). As a result, an era of organizational level experimentation with employment practice changes, newly developed collective bargaining agreements at the local level and development of different worker participation programs emerging all aimed at the improvement of organizational effectiveness and industrial relations.
As unions and firms recognize the interdependence existing between performance in industrial relations and broad business policy decisions at the work place, much emphasis is being placed on organizational management team to apply strategic management techniques to functions attributed to industrial relations (SMERU, 2001). As a result, there is need for professionals in the field industrial relations working in the unions and in management levels for different organizations to critically analyze their practices and determine the best strategies through which workers as well as organizational goals can be met.
Unfortunately, experimentation, planning and evaluation of industrial relations has not been fully achieved due to the slowed development in the analytical capacity required to achieved this. Reluctance to apply qualitative assessment methods in evaluating industrial relations performance and practices is evidence since very few firms engage in a systematic collection and analysis of data related to performance or activities in industrial relations. Worse still, fewer organizations try to relate such research outcomes to indicators of workers well being or organizational effectiveness across locations or over a given time period.
This means that the contribution the poor industrial relations have on conflicts in the work place has not been fully analyzed. Conflict is herein deemed informal if it is not based on any organized or systematic organization but is birthed by a sense of grievance with a universal explicit embodiment of expression (Fisher, 2000). Making irrational decisions in an industrial setting is likely to give birth to an industrial conflict whose nature as postulated herein is individualized and so unconscious form of protest; these encapsulates purposely being absent from job, hopping from one job to another and mere negligence.
Spontaneous walks out and strikes constitute an informal form of industrial conflict, with opposition to management through practices that are restrictive.