ADAMAWA JOURNAL OF MANAGEMENT AND

DECISION ANALYSIS
(ADSJOMADAN)

ISSN 0875-6976

Vol. 1 No, 2 July, 2008

Publication of Business Administration Department Adamawa State
University, Mubi P.M.B. 25 Mubi, Adamawa State-Nigeria Email:
adsuioumalofmda@yahoo.com.
2008 Adamawa Journal of Management and Decision Analysis, All
Rights Reserved. First Published in January, 2008.

EDITORIAL BOARD
Editor:
Associate Editor:
Secretary:
Marketing Managers:

Circulation Manager:
Legal/Advisory Committee:

Dr. E. O. Oni

Department of Business Administration,

Adamawa State University, Mubi.
Dr. B.Y. Maiwada
Abubakar Tafawa Balewa University, Bauchi
Bananda Robinson
Department of Business Administration,
Adamawa State University, Mubi.
John Itodo
Department of Business Administration
Adamawa State University, Mubi.
John Ldama
Department of Business Administration
Adamawa State University, Mubi.
Alh. Umar Usman
Department of Business Administration
Adamawa State University, Mubi.
Hajiya Fatimah Usman Department of Business Administration
Adamawa State University, Mubi.
Barrister Magai V. Magai Department of Business Administration
Adamawa State University, Mubi.
Barrister Dan. O. Asogwa Department of Business Administration
Adamawa State University, Mubi.

COPYRIGHT
Copyright is vested in Adamawa Journal of Management and Decision Analysis. However, permission to use
articles in this Journal for the purpose of teaching, research and academic discourses given on the condition that the
source article(s) is duly acknowledged and documented.

INDEMNITY
The views expressed or ideas reported in articles published in this Journal are those of the author Authors are
therefore strictly responsible for any violation of copyright.

CONSULTING EDITORS
Prof. Lante Nassar

Department of Management and Accounting. O. A.U. He Ife

Prof. Walter Ndubisi

Department of Business Management University of Maiduguri

Prof Ayuba Aminu

Department of Business Management University of Maiduguri

Prof. Haruna Dlakwa

Department of Political Science and Administration, University of Maiduguri.

Dr. G.O. Atoyebi

Department of Economics. University of Ilorin

Dr. Jackson Olujide

Department of Business Administration, University of Ilorin

Dr. S.A. Adebola

Department of Marketing. Babcock University, Ilisha Remo, Ogun State.

Dr. (Mrs) Teresa Nmadu Department of Management Sciences, University of Jos.

Dr. lyeli I. lyeli

Department of Economics. University of Port Harcourt

Dr. J. J. Adefila

Department of Accounting University of Maidugurri

Dr. W. N. Tagowa

Department of Political Science and Public Administration Adamawa State University,

Mubi

Dr. M.I.Bazza

Department of Business Management. University of Maiduguri

EDITOR'S NOTES
Adamawa Journal of Management and Decision Analysis is a product of dream of the lecturers in the Department of
Business Administration. Adamawa State University, Mubi. We have a dream to further inspire the University academia to
provide leadership in the generation of fresh and qualitative ideas.
The general objectives of Adamawa Journal of Management and Decision Analysis among others is to launch
updated insights into the field of Management. Business and Social Sciences by exploring an integrated development issues
in the areas of research learning and community service. In addition, the Journal will further research, and redefine popular
focus where need be and offer policy makers empirical options within the scholastic framework. Also it will provide avenue
for comparative research with a view to come out with new ideas on the existing debates or researches.
The views and opinions expressed in this journal continue to be entirely those of the contributors and not necessarily
those of Adamawa State University. Mubi.
The Editorial Board remains committed to all as we promise to come out twice a year, January and July. We are
sincerely grateful.
E.G. Oni Ph.D
Editor

TABLE OF CONTENTS
S/NO
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.

23.

TITLE
PAGE NUMBER
Editorial Board
ii
Copyright
ii
Indemnity
ii
Consulting Editors
iii
Guidelines for submission
iv
Editor's Notes
V
Access to University Education And Attrition Rate in
1
Nigeria - an Assessment of the Case of Disadvantaged Groups
Solomon A. Adebola, and E.O. Oni
The Challenges of Changing Attitude in Business Organization for Restructuring and
3
Development of Nigerian Economy
Ejika Sambo
Risk Return Trade Off and Management of Risk and Uncertainty in Business
19
Enterprises
Maiwada Y.B. And Knights E.D.
Impact Assessment of Marketing Channel Decisions
25
on Performance of Organisation in a Volatile Economy
Aremu M.A.
Diversification of Energy Sources FOR Sustainable Economics Development In
36
Nigeria: The Role of Coal
Balogun, I. O. And Dada, S.S
Collective Bargaining: The Nigerian Perspective
47
Dr. J. A. Bamiduro
Consolidation Effects and the Value Gains in A Post-Merger Financial Institution: A Co 46
Of United Bank For Africa (UBA) Plc
A. U. Alkali And Umar Usman
An empirical Evaluation of the Poverty Alleviation Strategies in Nigeria
63
Dr. Omeiza, O.U. Yisa
Organisational Structure and Control Strategies in Asian Multinational Enterprises
70
Operating in Nigeria
Dr. A.L Badmus And T.K. Aluko
Empirical Analysis of Entrepreneurship Capital and Economic Performance in
75
Nigeria
Dr. E.O. Oni and Dr. G.O. Atoyebi
Marketing of Tourisms for Rapid Development in Nigeria
86
Bananda Robinson
The Implications of Corruption on National Development in Nigeria
92
Saidu Tunenso Umar
Information Technology Utilization in Educational Sector
102
C. Y. Ogbonyomi
Assessment of Tax Budget and Administration in Nigeria: An Analytical Review of
106
1996-2003
Dr. J. J. Adefila and Mr. A.A. Ahmed
Nigeria 's Macro-Economic Management Strategies for Economic Development and
116
the Way Forward
Eli H. Tartiyus and Papka Z. Medugu
Micro-Economic Estimation on the Demand Function for Prostitution in Adamawa
120
State
Ibrahim Baba lya
Total Quality- Management In Nigerian Oil Marketing Company: A Study on-Mobil
123
Nigeria Plc
R. A. Gbadeyan and J.O. ADEOTI
iv

24.
25.
26.
27.

Impact of Globalization on Export Performance in Nigeria

Mohammed Inuwa Dauda
The Strategic Importance of Internet Banking IN Nigerian Financial Institutions
Dr. (Mrs.) Sidikat L. Adeyemi and Mr. Mukaila A. Aremu
Re-Examining The Causes of Bank Distress in Nigeria: A Safety Net Panacea For The
Effective Management of Banks
John Itodo And Ormin Koholga
Staff Quality, Products Quality and Efficient Delivery as The Tripod of Total Quality
Management In Organizations
Ldama John

129
138
149
161

GUIDELINES FOR SUBMISSION AND ACCEPTANCE

Contributors are invited to submit their manuscript for publication in Adamawa Journal of Decision Analysis.
Research papers are assessed to ensure accuracy and relevance. Authors whose articles have been accepted for
publication will be notified immediately. Those articles that are poorly presented would be returned to the authors after
assessments.
The Journal deals with contemporary and emerging issues of Business, Economics, Finance, Marketing,
Management, Portfolios Management, Public Relations, Strategies and practices as related to the developing world,
production and operation management, e-commerce, MIS, Insurance, ICT and business application, policies and
regulations, ethics of business, ecology of business e-governance and other areas. " Manuscripts
should
be
submitted electronically as attachment through our email: Adsujournalofmda@yaoo.com or submitted
three clear of the manuscripts with a CD containing it to the secretary Adamawa Journal of Management and Decision
Analysis, Department of Business Administration, Adamawa State University, M.M.B. 25, Mubi.
Manuscript should not exceed 16 pages in length including abstract and references typewritten double-spaced
on A 4 paper with margin on both sides. The title page should contain the title of the article, name(s). Submitted
manuscripts are circulated for review without the author's name and institution identification. Manuscripts are received
on the understanding that they are original and unpublished works of the author(s) not considered for publication
elsewhere. Authors are encouraged to describe their findings in terms intelligible to the non-professionals/experts
reader. AH works cited in the text must be listed under references in alphabetical order (the author's name and the year
of publication).

vi

Adamawa State University Journal of Decision Analysis

Volume I Numbe 2

July, 2008

COLLECTIVE BARGAINING: THE NIGERIAN PERSPECTIVE

Dr. J. A. Bamiduro
Department of Business Administration, University of llorin, llorin.
Introduction
In Nigeria, as in many West African countries, wage employment had not always been in practice. The head of the family, in
this case, the father, was the head of 'economic affairs' of the family. It was he who planned what the family should do, the
type of farming and the size of the farms as well as where to sell the harvested products. His children and wives helped in this
process. No external recruitment was involved. Where a man was able to hire labourers to help in the farms, payment was in
kind, that is, feeding, clothing etc. However, the situation as pictured above, started to change as a result of the advent of
commercial organization in Nigeria brought about by the need of colonial administration to see that necessary labour for its
developmental activities for building railways, for constructing of administrative building, and for the mining of coal to
secure necessary labour. In order to assist in the process. Nigerians were employed as workers, and unlike in the 'family'
arrangements, they were paid for work done. Wage employment was not confirmed to the private sector alone, because the
civil service was established and government activities such as the laying of the railway line from Lagos to the North with the
attendant employment of Nigerians led to payment of wages. Thus, wage employment made gradual inroad into the situation
as a result, of the breakdown in customary labour system in the early 1920s in Nigeria.
With this development, it is pertinent that collective bargaining arrangements had to come in. In Nigeria before
1973, union recognition was achieved through bargaining agreement. Sometimes the agreement is achieved through an
unstructured bargaining, that is, bargaining without clearly worked out procedures. This paper examines the concept and
principles of collective bargaining, looks at the employment distribution in Nigeria resulting into employment law and
various collective bargaining arrangements. It therefore concludes that collective bargaining offers both an opportunity and a
challenge especially to union leaders and our policy makers in Nigeria.
Distribution of Employment in Nigeria
Generally, industrialization in Nigeria grew rapidly in the 1970s but the contribution of the industrial sector to
employment growth has been disappointing. While gross value added in manufacturing increased at an annual rate of 14.1
per cent, the number of employees in manufacturing increased annually only by 5.7 per cent (Morawetz 1974) This slow
growth rate of employment could be explained by the MNCs' choice of capital-intensive production! techniques. Sectoral
distribution of employment (Table 1) shows that agriculture, distribution and manufacturing I continue to dominate total
employment in Nigeria with average shares of 58, 16 and 10 per cent respective!}. Nevertheless, distribution, services and
manufacturing are much more significant when only wage employment is considered.
Table 1: Total Employment By Sector In Nigeria, 1960 -1996.
Economic
196
197
1975
1980
1985
1990
1992
Sector
1.
Agriculture
71.7
69..8
64.0
60.0
57.8
60.7
59.8
59.8
2.
Mining
0.2
0.4
0.4
0.4
0.5
0.5
3.
Manufacturing
9.6
12.2
16.8
17.0
18.2
10.0
10.5
10.5
4.
Building
Construction
0.6
0.6
0.9
11
1.2
1.0
1.0
1.0
5.
Electricity,
Gas and Water
0.2
0.2
0.1
0.2
0.2
1.2
1.2
1.2
6.
Distribution
12.9
12.6
12.2
16.0
16.1
16.3
16.3
16.3
7.
Transport and
Communication
0.8
0.8
0.6
0.6
0.6
1.5
1.5
1.5
8.
Services
3.9
3.9
5.0
5.6
5.6
9.0
9.2
9.2
Source: Compiled from various documents of the National Manpower Board for the ILO (2000).

1994

1996

59..8
0.5
10.5
1.0
1.2
16.3
1.5
9.2

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Adamawa State University Journal of Decision Analysis

Volume I Numbe 2

of particular importance in the private sector are the

activities and employment behaviour of the multinational
companies (MNCs). They differ from other business firms
to the extent that they control large sums of investment
unavailable to indigenous enterprises.
In Nigeria, such MNCs entered into joint
ventures with small group of Nigerians who have the
means to acquire shares allotted to them. Consequently
even though the MNCs in Nigeria have changed their
trading or operating names and ownership, they have not
changed their character, neither have they severed the
fraternal relations with their home offices (Bierstecker.
1987). This invariably affects their collective bargaining
procedures.
Employment Laws in Nigeria
The Labour Act Cap. 198 Law of the Federation
of Nigeria 1990 repealed the Labour Code Act Cap. 91 of
1958. The Labour Act now incorporates the Labour
Decree No. 21 of 1974; the Labour (Amendment) Decree
No. 21 of 1998; the Trade Unions (Miscellaneous
Provisions) Decree No. 17 of 1986; the Labour
(Amendment) Decree No. 17 of 1988; and the Trade
Unions (Miscellaneous Provisions) Decree No. 25 of
1989.
Part (I) of the Labour Act, that is sections 1-22 deals with
the general provisions as to the protection of wages,
contracts of employment, terms and conditions of
employment.
Part (II) deals with recruiting sections 23 to 48 etc.
Section 9(6) provides that as contract shall:
(a)
make it a condition of employment that a worker
shall or shall not relinquish membership of a trade union
or worker.
(i)
By reason of trade union membership or
(ii)
Because of trade union activities outside working
hours.

July, 2008

Terms and conditions 01 employment are dealt with under

section 13, such as normal hours of work. It states that
normal hours of work in any undertaking shall be those
fixed:
(a)
by mutual agreement; or
(b)
by collective bargaining within the organization
or industry concerned or
(c)
by an industrial wages board where there is no
machinery for collective bargaining.
There is also provision for excess of the normal
hours as overtime, rest interval and working week.
Collective Bargaining Concepts and Principles
From the foregoing, the promotion and
development of collective bargaining has often been
proclaimed as one of the major concerns of Nigerian
Labour policy.
Flanders (1965) takes the concept of collective
bargaining to mean a method of settling the terms and
conditions of employment and it involves in the first
place, employees acting together (through trade unions)
and the final agreement reached with the employers has a
regulative effect and imposes limit on the employers'
freedom of action in their relations with all their
employees covered by the agreement. DeCenzo and
Robbin (1996) are of the opinion that the term typically
refers to the negotiation, administration and interpretation
of a written agreement between two parties that covers a
specific period of time.
Armstrong (1999) opined that "collective
bargaining arrangements are those set up by agreements
between managements, employers associations, or joint
employer negotiating bodies and trade unions to erermine
specified terms and condition of employment. for groups
of employees. Bargaining therefore, is the process by
which the two opposing sides labour and management
reach an agreement on the terms under

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47

Adamawa State University Jcurns! of Decision Analysis

Volume 1 Number 2

which they will operate for a period of time. Neither is

able to unilaterally impose its will on the other, so both
must seek a mutual accommodation.
Collective bargaining processes are usually
governed by procedural agreements and results in
substantive agreements and agreed employee relations
procedures. Overall, to the extent that collective
bargaining represents bilateral relationship which involves
dialogue, it can be taken as a prerequisite for industrial
harmony and industrial democracy. It has been suggested
that it is only through collective bargaining that
involvement and commitment of parties in an industry can
be secured with a view to achieving greater efficiency and
higher productivity (Omole, 1983). principles off
Collective
Bargaining
The principles of collective bargaining should
not only aim at advancing the objectives of the given
organization but also consistent with the continued
development of a relatively free, competitive economic
system (Adeoti, 2000). Accordingly, the following
principles are often listed:
1.
Acceptance:Management must accept the
labour union as the official representative and watchdog .'
the employee-: interests. The union must accept the
management as the primary planners and controllers of
the company's operations.
2.
Voluntarism:- Both parties must subscribe to
the principle of free collective bargaining and free
enterprise consistent with the advancement of public
interest. Neither of the two parties should want to
substitute outside force or governmental control for the
usual pressure of the marketplace.
3.
Problem solving:The problem-solving
attitude of collective bargaining emphasizes the legalistic
approach. The concern is less on finding loopholes in the
contract to the detriment of the other part)' and on relying
exclusively upon the lawyer to develop and preserve the
union-management relationship. The problem-solving

attitude recognizes mutual interdependence between tht

two parties.
4.
Democratic Accountability:Both panic
must be mindful of obligations to the principals in the;
situation. For the union, the principal is clearly the union.members for whom the organization was formed. The;obligation requires the adherence to democratic
processes, in order that the union may be truly responsive
to its members. Management has many principals among
whom are stockholders, the public, customers and ever
the employees.
Functions off Collective Bargaining
Collective bargaining is a method of furthering
basic union purpose, which is to maintain and improve
working conditions. It is a method of determining terms
and conditions of employment. The other methods are
unilateral determination by the State, employers or the
workers. Each of these methods are however inefficient as
they tend to result in the alienation of one of the parties.
Bargaining, therefore, is value jointly and severally to
each of the actors in industry.
To The Workers
Collective bargaining is the alternative to and a
replacement of individual weak attempt at bargaining The
terms and conditions are encoded In a collective
agreement and the provisions bind present as well as
future employees, unless otherwise reviewed.
Collective bargaining affords the employees an
opportunity to participate in the management functions of
their organizations. The absence of collective bargaining
implies that managerial prerogatives would dominate
most labour matters. Furthermore, collective bargaining is
the process of making rules that govern the workplace.
Such rules, substantive and procedural, are jointly
determined by both union and management and
sometimes with government. Substantive rules pertain to
financial issues. Procedural rules refer to the process for

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Adamawa State University Journal of Decision Analysis

Volume 1 Number 2

reviews of collective agreements, periodicity of

meetings, and methods of disputes settlement.
An extension of these functions, is the
provision for grievance and disputes settlement
procedures. For example, some collective
agreements specify the time at which impasses
during negotiations can turn into strike actions.
Uniform grievance procedure ensures the avoidance
of multiple standards in the administration of
discipline.
To The Employer
The functions of collective bargaining and
the value to the employer are often ignored in most
literature.
Collective bargaining is of the following important
values to the employer:
(i)
It saves the cost of negotiating with each
worker,
(ii)
It simplifies the salary administration
system.
(iii)
It tends to generate industrial harmony and
thus saves the cost of strikes.
(iv)
Jointly authored rules tend to be complied
with easily.
(v)
It provides a grievance procedure which
prevents the deployment of multiple standards by
management in treating indiscipline, and
(vi)
Avoidance of comparability issues that may
be raised by workers if individual bargaining had
been used.
Collective bargaining saves executive time
negotiating with individual workers. There are
associated financial costs in implementing a
complex system of individually negotiated salary
structure. Time thus saved can be spent on other
important management functions of planning,
coordinating, directing and motivating.
To The State
The value of collective bargaining to the

July 2008

state derives in part from its value to the other two

actors to the extent that they are directly connected
with the tempo of industrial relations. Peaceful
industrial relations can therefore be attributed to
labour and management, since they can be expected
to work out arrangements that will be mutually
acceptable to them. Thus, the state stands to benefit
from orderly resolution of conflicts through
collective
labour
management
relations.
Furthermore, the following additional advantages
accrue directly to the state:
1.
the avoidance of the negative effects of
visible expression of conflict;
2.
the avoidance of political instability which
overt expression of unresolved conflict can bring
about;
3.
the removal of the need for state
intervention which may be mutually perceived as
biased towards labour or management, and therefore
unsatisfactory, and
4.
less efforts and resources of the state will be
expended by the state in attempting to help labour
and management resolve their differences.
Conditions Necessary For Effective Bargaining

The functions of collective bargaining can

only be realized if and only if the bargaining takes
place, and effectively if at all. Some of the factors
affecting the effectiveness of employers and
employees strategies have been on mutual trust. This
concept views collective bargaining as a system of
industrial management to the extent that trade unions
join employers in reaching decisions on matters in
which both parties have vital interests. Additionally,
the International Labour Organisation (ILO) (1974)
has itemized a list of prerequisites for effective
bargaining.
These factors and more are the following:

favourable political climate.

freedom of association.

power relationship between the management

and

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Adamawa State University Journal of Decision Analysis

labour.

Joint authorship of rule.

Stability of workers organizations.

Recognition of trade unions.

Willingness of the parties to give and take

Avoidance of unfair labor practices on the part

of both parties.

Ability of the parties to negotiate skillfully.

Willingness to negotiate in good faith and

reach agreement, and

Willingness to observe the collective

agreements that emerge.
Collective Bargaining in the Private Sector

It has been suggested that the Validity of

collective bargaining depends upon two critical
assumptions, namely that those who practice it believe
in a democratic way of life, and that there is a balance
of power between employers and employees. (Ubeku,
1983; Imoisili, 1984).
Generally, industrialization in Nigeria grew
rapidly in the 1970s but the contribution of the
industrial sector to employment growth has been
disappointing. Sectoral distribution of employment
(Table 1) shows that agriculture, distribution and
manufacturing continue to dominate total employment
in Nigeria with average shares of 58, i 6 and 10 per
cent respectively.
An important condition for the viability of
collective bargaining is the balance of power between
employers and employees. There are also legal
provisions which recognize the need for employers and
employees to exhaust all internal means of resolving
differences before resorting to third intervention. Law
also serves the role of providing standards (floor and/or
ceilings) for negotiating employers and employees;
examples are the Minimum Wage Act, 1981 and the
annual PPIB (Productivity, Prices and Incomes Board)
Guidelines which derive legality from the PPIB
Decree, No. 30 of 1977.

Volume 1 Numbe 2

July, 2008

A typical procedural agreement contains on

the following items:
1.
citation, recognition and scope.
2.
constitution of the National Joint Industrial
Council for the industry.
3.
grievance procedure (individual and collective
grievances.
4.
amendments procedure.
5.
appendices.
In Nigeria, the law recognises industrial
employers' association,
senior staff associations
junior staff unions as trade unions. In addition,
employers are enjoined to grant automatic recognition
(for purpose of collective bargaining) to the other, two.
unions (that i senior staff association and junior staff
union).
Collective Bargaining Strategies

A behavioural theory of negotiations suggests

that there are four components of collective bargaining.
These are distributive (in which economic issues are
divided), integrative bargaining (in which joint
problem-solving takes place), attitudinal structuring (in
which the perceptions of the opposition are
manipulated), and intra organizational members are
changed.
In most negotiations there are distinct
strategies either the union or management can employ each with its own function for the interacting parties,
its own internal logic, and its own identifiable sets of
instrumental acts or tactics. The strategies are:
1.
Distributive Bargaining: This is a
competitive, confrontational, win-lose strategy.
Distributive bargaining occurs when one party wants to
achieve some contract provision that the other side is
opposed to. It refers to those activities instrumental to
the attainment of one party's goals when they are in
basic conflict with those of the other party. The
function is to solve pure conflict of interests. Goal
conflict can be based around

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Adamawa State University Journal of Decision Analysis

allocation of resources. The process is not solely

concerned with economic conflict, it may also relate to
power or status problem. Viewed in terms of game theory,
distributive bargaining is a fixed sum game in which one
party's gain is a loss to the other party.
2.
Integrative Bargaining: This is a cooperative
strategy in which a common goal is the focus of attention.
Integrative bargaining occurs when both the management
and the union must work together to solve a mutual
problem. It therefore refers to those activities
instrumental to the attainment of objectives which are not
in fundamental conflict between the parties. By the nature
of the problem, it permits a solution that benefits both
parties or, at least, the gains of one side do not represent
equal sacrifices by the other.. In game theory terms, we
are faced with a variable sum game in which each party
gains a bit.' For instance, to stay, competitive and secure
jobs, both sides may agree to relax some work rules and
permit automation of production operations.
While
some workers are trained on the new equipment those
displaced by the technological improvements are to be
retrained to fill labour shortages elsewhere in the
production process.
Sometimes integrative bargaining is referred to
as concessionary bargaining. Under difficult economic
conditions, management may ask for concessions or
"give-backs" from organized labour, in return, as' it
should be expected, management will also reciprocate by
granting some valuable concessions to-the employees.
3.
Attitude Bargaining:
Attitudinal structuring
focuses on the function of negotiation which is concerned
with influencing the relationship between the parties.
Attitudes may range from friendliness to hostility,
competitiveness,
cooperation, trust; or respect.
Certainly,
existing
relationships would have been
influenced by such factors as technology, market, basic
ideology, the state of the economy, etc. nevertheless,
negotiators often seek to produce attitudinal change

Volume 1 Number 2

July, 2008

during their interactions. Attitudinal structuring is

concerned with those activities that are instrumental to the
attainment of desired relationship patterns between the
parties. Unlike distributive and integrative bargaining
which are joint decision processes, attitudinal structuring
represents a socio-emotional, interpersonal process.
4.
Intra-Organisational Bargaining: This has to
do with the activities taking place within the parties and
not between them. It is concerned with consensus
-seeking behaviour, that is, those activities that structure
the relationship between negotiators and those they
represent. Negotiators respond to demand from their own
organizations and from across the bargaining table. Both
aspirations about issues and expectations about behaviour
may vary widely. The process tends to be more crucial
within unions than within management and it is certainly
much more visible within the unions. In short, intraorganisational bargaining provides one of the most
effective tests of the level of organization attained by
unions.

Conclusion and Policy Option

Collective bargaining is a powerful method by
which joint determination of terms and conditions of
employment are arrived at between employers and
employees. Thus an attempt has been made in this paper
to examine the concept of collective bargaining,
employment distribution in Nigeria with reference to its
nature, the key principles, the scope and basic strategies.
The outcome of collective bargaining (if
successful) is a collective agreement which should
become a contract to be administered and interpreted from
day-to-day; hence collective agreement appears to be the
product of a resolved conflict.
In Nigeria, the reports of various committees on
conditions of service especially that of public employees
were determined largely through government legislation.
Collective bargaining can thrive very well in a democratic
environment but the unfortunate thing with

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Adamawa State University Journal of Decision Analysis

Volume I Numbe 2

Nigeria Labour Unions is that Nigeria has witnessed

more military rule than democratic rule rendering
collective bargaining inactive. The present democratic
administration is no exemption. For example, in the
Nigerian public sector, the lack of good faith
negotiation is to be explained by the limited authority
of the civil servants who represent government on the
bargaining table. Our policy makers should take special
note of this and make necessary adjustment.
Overall, collective bargaining offers both an
opportunity and a challenge especially to union leaders
and spokespersons. It is an opportunity because it seeks
to actualize the notion of industrial democracy and a
challenge because modern negotiation is more
dependent on the quantity and quality of information
than on boldface militancy. Neither management or
union, is able to unilaterally impose its will on the
other; both must seek mutual accommodation.
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