THE IMPACT OF COLLECTIVE BARGAINING ON INDUSTRIAL DISPUTE
CHAPTER ONE
INTRODUCTION
1.1Â Â Â Â BACKGROUND OF THE STUDY
Organizational viability is the capacity of the organization to continue to service and develop in this era of business complexities which result from continuous and rapid changes within the social system, conflicts and dispute, whether in the form of open hostility or quite dissemination becomes inevitable issues that every organization must strive to curtail this pertinent because dispute or conflicts are usually a threat to organizational viability if not adequately managed or handled even though conflicts between persons or management and employees could be thought of as natural events Nakodi A. (2001) posited that organization should be very much aware that such conflicts could cause distrust and industrial crises or disharmony in the long run.
Conflicts or disputes among management and employees (labour) can lead to one or both parties having their feelings hurt, thus leading to issue that can inherently affect the smooth running of the organization in which they work or manage. On the other hand conflicts or disputes can serve to enhance the effectiveness of an organization since it can safely be assumed that conflicts although ever present in a social system, may not always be as destructive as they are portrayed, the central question among a lot of scholar human resources managers and of course employers of labour is how to, in their own varying capacity and abilities effectively and efficiently manage conflicts and its resolution to ensure that their organization benefit rather than suffer from occasional labour management clashes. Admittedly, organizational conflicts does erupt in organization because of the inability of employer and this or her employees to work together in peace. This may be as a result of ineffective communication, non exclusion in decisions that affects employees, or lack of adequate or good working conditions or incentives and non existence of unions that employees can channel their grievance through, thus collective bargaining as a tool allows the parties.
The two parties to meet regularly so as to identify the dissonance that exist between them amicable so as to prevent industrial dispute or conflicts.
1.2Â Â Â Â HISTORICAL BACKGROUND OF HAMDALA HOTEL PLC KADUNA
Hamdala Hotel is one of the oldest, if not the oldest in the Northern part of Nigeria. This hotel was established and officially opened for business on the 14th of January 1961 by the then premier of the Northern region in person of late Sir Ahmadu Bello (the Sardauna of Sokoto). Hamdala Hotel was then established to serve as a hub of tourism by providing an up to date hospitality business in Kaduna neighbouring towns and cities. The hotel which is presently owned by the New Nigeria Development Company (NNDC), a company owned by the nineteen northern state. It is also managed by Arewa Hotel Limited a subsidiary company of the NNDC.
This 49 years old organization is a 203 rooms hotel that comprises of single suite luxury suites, presidential suite, etc it also has a state of art facilities that makes it a force to reckon with and thus a choice of tourist whenever you are to be in Kaduna for visit or business. The hotel is strategically located within the central business district of Kaduna metropolis. It lies between Murtala Mohammed Square, Kaduna Gold Course Club and the State Ministry of Culture and Tourism, facilities such as very high capacity banquet hall, restaurant, Olympic size swimming pools, craft shops, bode shops etc and all found within the hotels massive compound.
Staffing / staff strength
Hamdala Hotel has a general manager and other managers there are 25 middle management staff as well as 500 intermediate and junior or members.
1.3Â Â Â Â STATEMENT OF THE GENERAL PROBLEM
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THE IMPACT OF COLLECTIVE BARGAINING ON INDUSTRIAL DISPUTE
