ABSTRACT
It identifies the labour market and other factor largely outside the control of the individual employers. Industrial activities deals with success in the industrial relation is legally based on the knowledge on employees expectation, knowledge of development else where the current weakness and strengths of subject and negotiation on by the management due to failure on trade union on negotiation called for concern and this essence of the study. Its spread and increase view on population in banking service in an industrial environment an emphasis is research work strategically on first bank of Nigeria The methods of data collection for this project are through: questionnaire, personal interview, observation while the data collected were analyzed with the use of Chi-square in the testing of hypothesis..
CHAPTER ONE
1.0 BACKGROUND OF THE STUDY
Historical background first bank of Nigeria for over a century has distinguished itself as a leading banking institution and as major contributor to the economic advancement and development of Nigeria
Founded in 1894 by shipping magnate from Liverpool, Sir Alfred Jones, the bank commenced operation as a small operation in the office of Elder Dempster & company in Lagos. The bank was incorporated as a limited liability company of March 31st 1994 with Head office in Liverpool, it started business under the corporate name of the Bank of British West Africa (BBWA) with a paid up capital of 12,000 pounds sterling after absorbing its predecessor the African Banking Corporation with was established earlier in 1892.
To justify its West African coverage a branch was opened in Africa Gold Cost (now Ghana) in 1896 and another Freetown, Sierra Leonean 1898, these marked the genesis of the bank international banking operations. The second branch of the bank in Nigeria was in the old Calabar in 1900 and two years later, services were extended in Northern Nigeria.
To satisfy the needs of its customers, first bank has diversified into a wide range of banking activities and services include corporate, retail and mortgage banking.
1.1 INTRODUCTION
The term industrial relations is used to express the nature of the relationship between the employer and employee in an industry or an organization where willing co – operation emanates from employee and the management or the employer towards the achievement of organizational goal exhibit the same positive attitude there is said to be good industrial relations.
There are many causes which have led to poor industrial relations and there are conditions which can generate good industrial relations which are
A correct perspective of the industrial relation position is possible on appreciation of the states of development through over a period of time to the present moment, we often hear people praising the industrial relations
Situation in Japan it is important to note that Japan has proved to be a country which has successfully adapted western industrial and technology know how into its traditional attitude and behaviour. It has there by created a unique powerful works place rarely found in any part of the world.
The labour management relations in Japan are very harmonious and productive which has led to excellence in all areas of their efforts.
The secret of this success lies in their informal human relations; Japan has not blindly adopted the western method but has struck to its age long. Social system customs and tradition. Although there are strikes, demonstration processions and so. On such as generally few and for between, for example of an average strike in Japan could be less than half a day or a maximum of three days.
The concept of total quality management and quality of work like as well as emphasis on training and re – training rather than indiscriminate hiring and tiring and held in high esteem by the employers despite the global recession.
Three major factors could be attributed to the success of industrial relations in Japan.
Harmony between management and labour the obedient attitude of workers towards employer and a good co-operative trade union management.
Trade union do not consider management as enemies but rather as partners aiming at a uniform goal
The basic success there are lies is not confrontational but co – operating with management whole – heatedly as they believe that their prosperity lies in their company’s growth and survival. The above scenario can become a reality in Nigeria if the trade union and management could change and explore opportunities offered particularly by collective bargaining.
The age of banking in Nigeria and the anticipated dynamism of the 21st century is being exercised by the human machine, but how much the banking machine but how much the banking sector has committed into the innovation of the work force for better productivity through the use of the instrument of collective bargaining/agreement is the basis for this study.
The whole object of human resource management is to secure from employees maximum performance in term of predetermined objective (Dale 1972) described commitment as the syndrome of attitudes understanding and dealing that identify the term dedicated participant.
In his view, each manager seeks to develop and maintain moral which he described as “evident committed” that is inhibiting the behavioral symbol and symptoms of personal commitment it is form this stand point that the effect of collective bargaining which is supposed to be the labours common voice will be considered either as enhancing or reducing labour performance and consequently productivity.
1.2 STATEMENT OF THE PROBLEM
As time change the dominant issue in collective bargaining have tendered to change, globalization as well as concepts of total quality management has replaced the issue of union recognition with the advent of mechanization and automation job security and supplementary employee benefits have assumed greater importance.
Among the current issue of significance are the followings:
i. Appropriate subject for bargaining
ii. Productivity bargaining
iii. Concessionaire bargaining
iv. Public employee bargaining
v. Coalition bargaining
In view of the complexity of the bargaining structures coupled with an unfavourable environment. How does one therefore get commitment form an individual employee in the banking sectors achieving organization rate than the individual employee is more concerned.
Human being have certain needs craving and satisfaction on the job, how can the personnel policies be directed towards satisfying such need more particularly integrating satisfaction of these needs with achievement of organizational goals.
What are the difference patterns and philosophies of management and their implication with regard to individual effectiveness?
What roles can productivity bargaining play in the present disposition of the banking sector?
1.3 STATEMENT OF HYPOTHESIS
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