Employers Organisations and the State in Nigeria - Free Essay Example

Sample details Pages: 5 Words: 1438 Downloads: 9 Date added: 2017/09/21 Category Advertising Essay Type Argumentative essay Level High school Did you like this example? AN EXAMINATION OF THE RELATIONSHIP BETWEEN EMPLOYERS’ ORGANIZATIONS AND THE STATE IN NIGERIA BY ANYIAM, IJEOMA LUCRETIA DECEMBER 2009 INTRODUCTION Don’t waste time! Our writers will create an original "Employers Organisations and the State in Nigeria" essay for you Create order According to J. T. Dunlop (1958), an industrial relations system is comprised of the following actors: * A hierarchy of managers and their representatives in supervision (or employers and their associations) * A hierarchy of workers and any spokesmen (the workers and their unions), and * Specialized government agencies (or the state) concerned with workers, employers and their relationships. Employer’s Organizations Employer’s organizations as one of the participants in industrial relations developed quite late in Nigeria, in comparison with the workers’ unions. According to Yesufu (1962), in 1954, there were only 8 employers’ organizations in Nigeria dealing manly with regulating trade practices and services rather than collective bargaining and negotiations. This slow development were largely as a result of the slow growth of industries then, the failure of trade unions to galvanise the employers to relate seriously with them, and the government policies that were not encouraging. Although the Trade Union Act of 1973 defined a trade union as ‘a combination of workers or employers’, it was actually the 1978 Trade Union (Amendment) Act, which galvanised them into action by actually recognizing 9 employers’ organization for purposes of relating with workers and the state in industrial matters. One of the major reasons for formation and recognition of employers’ organizations is for them to have a common platform for containing trade nions, maintaining good industrial relations by educating members on the benefits of good employer-employee relations, designing and formulating policies relating to wages and salary administration, and influencing public policy. The most notable employers’ organizations in Nigeria today include: * The Nigeria Employers’ Consultative Association (NECA) * The Manufacturers’ Association of Nigeria (MAN) The Nigeria Association of Chambers of Commerce, Industry, Mines and Agriculture (NACCIMA) * The Association of Food, Beverages and Tobacco Employers (AFBTE) * Road Transport Employers Association of Nigeria (RTEAN) NECA relates with the state on the following issues: * On industrial relations matters, to ensure peaceful industrial relations climate * Representation of Nigeria at the International Labour Organisation * It sometimes opposes government laws that would likely negatively affect its members * Provision of suggestions to the state on economic reforms e. . pensions and minimum wage * Serves on various committees, boards and agencies of the state NACCIMA relates with the state as follows: * Specifically on trading and commercial matters * Advises the state on matters affecting the general economy and business * Promotion of commercial and economic cooperation between Nigeria and the international business community * Serves on state boards and agencies MAN relates with the State in the following areas: * Production and manufacturing matters Monetary policies such as pressures for reduction of loan interest rates * Fiscal policies geared toward reduction of prohibitive taxes and import duties * Policy advocacy aimed at protection of small and infant industries * Representation on state boards e. g. Corporate Affairs Commission, NEPZA, etc THE STATE The state is both an employer and the institution that makes laws to regulate the activities of everyone else in the industrial system. As the third actor in industrial relations, and for national interest, the state regulates the relationships in the industry. The state also makes directive principles and state policies indicative of the obligations and responsibilities that the state should keep in focus while enacting laws and formulating policies, and these include: i) To fix certain social and economic goals for immediate attainment ii) To bring about a non-violent socio-economic revolution iii) To fulfil the basic need of the common citizen, etc There are also fundamental objectives of State which are economic, social, educational, ethical, environmental, and cultural. Some of the fundamental economic and social objectives of the Nigerian state include the following: a) To harness the resources of the nation and promote national prosperity and an efficient, dynamic and self rel iant economy; b) To ensure that suitable and adequate shelter, suitable and adequate food, reasonable national minimum living wage, old age care and pensions, and unemployment, sick benefits and welfare of the disabled are provided for all citizens; c) To review from time to time, the ownership and control of business enterprises operating in Nigeria and make recommendations to the President on same; d) To ensure that all citizens without discrimination on any group whatsoever, have the opportunity for securing adequate means of livelihood as well as adequate opportunity to secure suitable employment; e) To ensure that conditions of work are just and humane, and that there are adequate facilities for leisure and for social, religious and cultural life; f) To ensure that health, safety and welfare of all persons in employment are safeguarded and not endangered or abused; g) To ensure that there adequate medical and health facilities for all persons; h) To ensure that there is equal p ay for equal work without discrimination on account of sex, or on any other ground whatsoever; i) To ensure that children, young persons and the aged are protected against any exploitation whatsoever, and against moral and material neglect; etc. In its bid to accomplish the above stated objectives, the state passes laws and establishes institutions and agencies for the regulation of above and other objectives. These include: * The Trade Disputes Act * Trade Union Act * Labour Act * Minimum Wage Act * Pensions Act * Workmen’s’ Compensation Act * Productivity, Prices and Incomes Board * The National Directorate of Employment * National Pension Commission * The National Health Insurance Scheme * The National Provident Fund Management Board * National Labour Advisory Council * National Industrial Safety Council * National Manpower Board * National Council of the West African Examination Council * Nigerian Council for Management Development National Advisory Committee on th e Employment of Graduates and Professional Manpower * National Youth Service Corps Directorate * National Committee on Women and Development * ILO Committee of Experts on Social Security Relationship between Employers’ Organisations and the State The State and Employers’ organizations have a very good relationship in comparison with the role of state and the workers’ union. The areas where the relationship between the two is very visible include: Industrial Relations: The role of state in industrial relations (as the third actor) is supposed to be that of an unbiased umpire, however, it favours the employers more than the workers. State is usually dedicated to the protection of private property and minimizing disruptions to production and seeking the elimination of ‘threats’ to investments and investors, and to ‘ensure a buoyant economy’. The state cannot afford to be neutral in industrial matters, but can only favour employers’ associations for the attainment of these objectives. According to Edwards (1986) the state regulates relationship between employers and workers by determining the conditions on which labour power may be sold, and how the labour power is used by providing for compulsory union recognition and collective bargaining as a means of constraining management’s freedom to discipline workers. Legislations: Its two interests: employer and regulator do sometimes conflict and influence the kind of laws passed to regulate the three actors in industrial relations. It must be noted that most laws are geared to the protection of private property and favours management and investors. Health Safety at work: The state attempts to establish health and safety standards at the workplace (physical work space, lighting, noise levels, protective clothing, etc); To create ‘a favourable climate for investments’ by lowering corporate and production taxes, engage in periodic downward review o f import tariffs, keep a lid on wages and salaries, etc. Dispute Resolution: In its mediating role in conflict situations, the state is also biased toward the employers. It usually sets the limits within which the institutions and processes for mediation, conciliation and arbitration operates. When workers protest against some unilateral decision of employers, the state through legislation places conditions to be met, including balloting before going on strike. Political restrictions: State also passes legislation preventing unions from using their funds for political purposes, yet there is no corresponding stipulation for the employer. Representation/collaboration: The employers’ organizations are often represented in the above institutions and agencies of state listed above. Conclusion: From the above, it can be safely said that the state and employers’ organizations enjoy a symbiotic relationship, because according to Karl Marx and Engels as per Hyman (1975),  "the executive of the modern state is but a committee for managing the common affairs of the whole bourgeoisie†. While employers assist the state through payment of various forms of taxes and levies which keep the affairs of state running, the state protects the interests of the employers by creating and ensuring enabling and conducive environment to enable employers continue in business. References: Chris Obisi (2005): Substance of Employee Industrial and Labour Relations Yesufu T. M. (1981): The dynamics of Industrial Relations: the Nigerian experience Dafe Otobo (2000): Industrial Relations, theory and controversies.

The First Amendment Of The United States - 1647 Words

First Amendment: Where It Originated and How to Protect It On September 17, 1787, the United States Constitution was signed by delegates to the Constitutional Convention in Philadelphia, who were directed by George Washington. The 1787 convention was called to draft a new legal system for the United States now that the states were free and colonized. This new Constitution was made to increase federal authority while still protecting the rights of citizens. It established America’s National Government. In 1971, the Bill of Rights were added to Constitution containing the 10 amendments guaranteeing protection for citizens. The first commandment consisting of freedom of speech and religion. The First Amendment to the U.S. Constitution reads: â€Å"Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the Government for a redress of grievances.† Prior to the Revolution, all citizens were to attend service at the Anglican Church. If the people failed to attend, they would endure civil and criminal penalties, including death. The church was supported by taxation. Jefferson was the first of the founding fathers to support a wall to separate church and state. 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In order to prevent an oppressive centralized government, James Madison, America’s fourth president, decided to lay the foundation of civil liberties in ten amendments. The First Amendment allows citizens the freedom of religion

A Research Project On Inuit Of Arctic Canada - 1762 Words

Throughout the course of human history epidemic spurts of self-destructive behaviour have posed both pertinent philosophical and medical problems for societies all across the globe. Presently, in various ethnic communities spread across the world, rates of suicide, substance abuse, and other detrimental actions towards oneself display their highest rates among young people (CITE THIS). While much research has been facilitated on the vast degree and distribution of self-destructive behaviour, there continues to remain a vast disparity in the academic literature that focuses on the underlying causes of such action (CITE). My research will attempt to effectively contribute to this general lack of research-driven information through the†¦show more content†¦With specific regards to anthropology, many highly regarded scholars have done, and continue to do, ethnographic work within Inuit communities. This research, generally ethnographic in nature, focuses on a plethora of differe nt anthropological issues and attempts to address the growing level of cultural adversity the people of the Arctic currently face. Interestingly, even the renowned French anthropologist Marcel Mauss has had a seemingly profound influence on anthropological research among the Inuit, even though he never in fact visited the Canadian arctic himself during his lifetime (Inuit Studies 2006). Although social researchers have done a significant amount of work with the Inuit, a large amount of said research with communities has in fact resulted in more harm than good (Thomas et el 2011, 165). Due to this detrimental nature, many groups of both Inuit and First nations people alike have grown increasingly sceptical of researchers who come to facilitate research within their respective societies. 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Challenges Managing Global Teams Free-Samplesâ€Myassignmenthelp.com

Question: Discuss about the Challenges to Managing Global Teams. Answer: Challenges to Managing Global Teams Balkundi and Harrison (2006) in Ties, leaders, and time in teams: Strong inference about network structures effects on team viability and performance note that one of the key objectives of any business organization is to experience growth and expansion. This process is always scheduled to take place within a given period of time. The process of expansion involves a number of strategies which includes exploring new market opportunities, exercising consumer segmentation, identification of strategic production locations in addition to ensuring consistency in supplies and customer satisfaction. As highlighted by Beer and Spector (2000) in Why change programs dont produce change, the growth of an organization may take various trends. While some organizations are limited to growing their boundaries to fit within the domestic market, larger companies tend to pursue global targets. As a result, these companies establish business strategies which see them locating various subsidiaries in diff erent countries across the world. Such organizations are referred to as multinationals. Some examples of popular multinationals include the Coca Cola Company, Samsung Electronics, Apple as well as Microsoft Corporation. Despite their wide scope of operations which cover most parts of the universe, and a relatively wider market base, these organizations are governed by central structure of leadership. The standard organizational design set by the company is intended to govern all the operations in the various countries where the subsidiaries are located. This leadership approach tends to be a challenge in most cases due to the varying trends from one country to another. There is therefore a crucial need for each international organization to enhance flexibility in the execution of its management strategies. This would adequately handle the pitfalls which come with managing global teams. Bergiel and Balsmeier (2008) in Nature of virtual teams: A summary of their advantages and disadvantages argue that one of the common challenges associated with managing global teams is the aspect of poor communication. Each country is characterized by its unique set of languages which may both be ethnic and national languages. At the same time, the forms of communication as used by societies and individuals tend to vary as one moves from one country to another. In a case where the global teams comprise people from difference linguistic backgrounds, effective communication of company values to the employees becomes quite a challenge. There are two basic forms of communication which include formal and informal approaches. In countries such as the United Arab Emirates, the society basically upholds an extremely formal approach to communication. The interaction between individuals in the day to day life activities and especially in the organizational set ups is always maintained at very formal levels. On the other hand, the mode of communication in countries such the United States of America is mainly characterized by informal approaches which also includes the use of informal language during interactions. According to Cascio (2000) in Managing a virtual workplace, managing a global team comprising individuals from different set ups would be quite a challenge. Such obstacles in effective communication caused by variations in responses to information may lead to misinterpretation of messages and misunderstanding among the employees. As a result, managers ought to come up with both common and flexible communication strategies in a bid to ensure that the information passed reaches all the global employees in good and equal measure. Hamilton and Scandura (2003) in E-Mentoring: Implications for Organizational. Learning and Development in a Wired World, note that variations in cultures is another challenge which could be associated with management at a global level. Global management basically involves working with individuals from different countries but with a careful consideration of the organizations key values and objectives. It is however notable that the cultural approaches to certain aspects of life, for instance leadership, may vary as one moves from one place to another. As a result, the perception of these individuals to the nature of leadership bestowed upon them equally varies depending on their cultural beliefs. For instance in certain cultures, the natives believe in being led by one of their own. As added by Hart and McLeod (2003) in Rethinking team building in geographically dispersed teams: One message at a time, a management strategy involving the leadership of a foreign individual is likely to meet a lot of resistance in certain situations. This particular challenge explains why multinational companies such as Apple, Del and Samsung are yet to find a stable market in some parts of Europe and Africa. Managing a people who are rigidly protective of their cultures and traditions becomes quite a challenge especially when the leadership approach involves the use of principles which violate these cultural beliefs in one way or the other. The approaches used in managing global teams ought to be flexible enough to fit the various differences in cultural backgrounds which the managers are likely to deal with in such global settings. The management structure may need to bend its leadership strategies and approaches in order to effectively respond to the cultural needs present in the global teams. The other challenge of management of global teams is the difference in the levels of development. As noted by Hertel, Geister and Konradt (2005) in Managing virtual teams: A review of current empirical research, while some countries are already developed, there are those global market areas established in countries which are still developing. The rates of development in turn influences a number of aspects for instance high levels of infrastructure and economic stability is likely to be experienced in the developed global environments. When a team is made up of individuals coming from areas with different levels of development, their perception and reception towards the established management approaches may be different. According to the author, in the developed world, the use of information technology has been largely incorporated into business management. This involves the use of computerized approaches in monitoring sales, making orders, executing productions, packaging and even br anding. IT incorporation may also involve the use of sophisticated approaches such as mobile computing in communication and actualization of e-Commerce. On the other hand, the level of technology has not hit maximum heights in the developing countries. Consequently, the reception of individuals from such regions to the incorporation of technology in management may be quite a challenge. Managing a team in which the individuals have different technical abilities goes a long way in hindering the effective incorporation of new and efficient leadership approaches. For example, the Telecommunication companies have to incorporate staff training in their management approaches in order to expose their global employees before entrusting them with organizational responsibilities. This process might be costly to the management hence the need for the appropriate alternative approaches. According to Jarvenpaa and Leidner (1999) in Communication and Trust in Global Virtual Teams, the varying trends in political systems also play a crucial role in influencing management at a global level. Each country is characterized by a unique political system and hence a particular form of leadership which is meant to regulate activities within the country. The form of leadership influences the policies which are put in place to govern the operations of the foreign investors. For instance, in countries such as South Africa, the policies are quite stringent on the employment of more foreigners in the business organizations at the expense of the natives. It therefore becomes quite a challenge for the foreign investors to have the right control over the kind of people to employ and trust with responsibilities. This in turn may interfere with the quality of the outcome during the organizational operations. The alternative approach here would involve training the natives instead of bri nging in foreign employees, an approach which may be quite expensive to the organization. It can therefore be deduced that the nature of government policies, as influenced by the political systems, influences the acceptable leadership standards which an international organization may apply on its global teams. Some of the policies for instance on labor, employment and human rights may over-cushion the employees hence giving the organization minimal control over the eventual output. According to Kramer (2005) in Developing Global Leaders: Enhancing Competencies and Accelerating the Expatriate Experience, differences in age, class, educational achievements as well as the sexual orientations also lead to challenges when it comes to managing global teams. When the team comprises individuals characterized by wide age gaps, it may be practically impossible to work with the same management principles on each of these individuals. The young employees perception to leadership may be quite different from what the old folks within the team may take it to be. At the same time, different educational achievements lead to differences in class. Educational achievement could be linked to good experience, knowledge and hence skills on the given area of expertise. As pointed out by Linkow (2008) in Meeting the Challenges of Dispersed Workforce: Managing Across Language, Culture, Time and Location, dealing with knowledgeable and self-motivated individuals within the team may be qu ite manageable. However, due to the different qualities of the education systems as one moves from one global arena to another, a team may be made up of workers who are not adequately exposed on their areas of duty. It therefore becomes a major challenge especially to the managers when it comes to establishing a standard approach in managing such a team (Stark and Bierly, 2009). While one crop of people would require little attention due to their skills and attitude towards work, the other crop would need the managers attention in most cases. The latter situation goes long way in hindering the faster growth of the organization. This is because the resources and time used to help up the inexperienced members of the human resource department could have been diverted to serve in other sectors. Consequently, when the global teams comprise people who are different from each other based on the aspects mentioned above, the managers tend to meet various obstacles in their bid to enhance org anizational expansion. Oertig and Buergi (2006) in The Challenges of Managing Cross-Cultural Virtual Project Teams argue that an individuals bargaining power can simply be described as the asking price that a person may quote in exchange for the services offered. Employees in organizations also have values which are suggested to the managers as the terms of remuneration and motivation. Due to the changing economic times, the employees bargaining power tend to change from one nation to another. In stable economies the bargaining power is most likely to be lower than the case in unstable economies. As noted by Pauleen (2003) in Leadership in a global virtual team: an action learning approach, when managing global teams comprising individuals with different expectations in terms of remuneration and motivation, it becomes a challenge for the managers when it comes to establishing a common remuneration scheme for all team members especially when they work in the same department. According to Rosen, Furst and Blackburn (2007) in Overcoming barriers to knowledge sharing in virtual teams, appropriate management of a team involves the establishment of close ties between the managers and the team members. This implies, the managers might need to physically access the locations of these individuals. Managing global teams becomes a challenge especially when the team members are separated from each other by long distance. Geographical distances may imply long period of time in travelling in order to establish the progress of the team workers in terms of the allocated responsibilities (McCuiston, Wooldrige and Pierce, 2004). This approach may not only be time consuming but might involve the use of resources which is costly to the organization. For instance, the top cream leaders in Coca Cola Company Limited always have to carry out occasional visits to the host countries in order to monitor the progress of the subsidiaries. The alternative management approach here wo uld involve the use of online media in order to carry out virtual management of these teams without having to travel to the location (Schnake, 2007). This process is however challenged by the poor infrastructural networks in some parts of the world which may make the virtual connections hard to achieve. Review Summary From the review of relevant and carefully assorted literature, a number of challenges associated with the management of global teams can be deduced. To begin with, the variations in cultural beliefs influence individuals approaches to leadership styles. This may challenge the management strategies especially when the leadership principles are resisted. There is also the change in employee bargaining power which makes it hard for the managers to establish a common remuneration scheme. The aspect of ineffective communication is another challenge especially in a situation where the team members are from different linguistic backgrounds. Finally, variations in political systems in countries have been highlighted as another challenge to effective management in the global arena. References Argenti, P. and Beck, K. (2005) The strategic communication imperative. MIT Sloan Management Review, 46(1), pp. 8389. Argyris, C. and Schn, D. (2006) Organizational learning II: A theory of action perspective. Reading, MA: Addison-Wesley. Balkundi, P. and Harrison, A. (2006) Ties, leaders, and time in teams: Strong inference about network structures effects on team viability and performance. Academy of Management, 49(1), pp. 4968. Beer, M. and Spector, B. (2000) Why change programs dont produce change. Harvard Business Review, 68(6), pp. 158166. Bergiel, E. and Balsmeier, P. (2008) Nature of virtual teams: A summary of their advantages and disadvantages. Management Research News, 31(2), 99-110. Cascio, W. (2000) Managing a virtual workplace. Academy of Management Executive, 14(3), 81-90. Hamilton, B. and Scandura, T. A. (2003) E-Mentoring: Implications for Organizational. Learning and Development in a Wired World. Organizational Dynamics, 31(4), 388-402. Hart, R. and McLeod, P. (2003) Rethinking team building in geographically dispersed teams: One message at a time. Organizational Dynamics, 31, 352-361 Hertel, G., Geister, S and Konradt, O. (2005) Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15, 69-95. Jarvenpaa, S. and Leidner, D. (1999) Communication and Trust in Global Virtual Teams. Organization Science, 10 (6), 791-815. Kramer, R. (2005) Developing Global Leaders: Enhancing Competencies and Accelerating the Expatriate Experience. New York: New York Publishers. Linkow, P. (2008) Meeting the Challenges of Dispersed Workforce: Managing Across Language, Culture, Time and Location. Management Journal, 2(1), pp. 23-27. Oertig, M. and Buergi, T. (2006) The Challenges of Managing Cross-Cultural Virtual Project Teams. Team Performance Management, 12(1/2), 23-30. Pauleen, D. (2003) Leadership in a global virtual team: an action learning approach. Leadership and Organizational Development Journal, 24 (3), 153-162. Rosen, B., Furst, S. and Blackburn, R. (2007) Overcoming barriers to knowledge sharing in virtual teams. Organizational Dynamics, 36(3), 259-273. McCuiston, V., Wooldridge, B. and Pierce, C. (2004) Leading the diverse workforce. Leadership Organization Development, 25(1), 73-92 Schnake, M. (2007) An integrative model of effort propensity. Human Resource Management Review, 17, pp. 274289. Stark, E. and Bierly, P. (2009) An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness. RD Management, 39(5), 461-472.