ABSTRACT
The major problem of the study is the poor management of Industrial Conflicts within the University in spite the mechanism (collective bargaining) at the disposal of the Actors (ASUU and Management) with which to curtail such menace. The main research question of the study: Does collective bargaining enhances effective industrial conflict management in PUT, Minna? The main objective of the study is the assessment of the effectiveness of collective bargaining as a strategy for industrial conflict management. The main hypothesis of the study is that, collective bargaining is not the most effective strategy for industrial conflict management in FUT, Minna. Survey and documentary methods of data gathering were employed and the data for the study was analyzed quantitatively with more emphasis on the latter. The study adopted conflict management Theory propounded by Mary Parker Follett, which suggested three methods of conflict management namely; domination compromise and integration. She approves integration as the best method of conflict management and this study agreed with her, because integration method is line with collective bargaining principle. The main findings of the study revealed that collective bargaining is the most effective strategy for industrial conflict management in Federal University of Technology, Minna. The delay in compliance to collective agreements contributed significantly to industrial conflict. This research work therefore, recommended that the management and ASUU of FUT, Minna should always endeavour to embrace collective bargaining for industrial conflict management in order to promote industrial harmony and enhance employee performances in the University. The actors should strictly adhere to agreement reached collectively in order to forestall work stoppage by the union or closure by the management.
CHAPTER ONE
Introduction
1.1 Background to the study
The practice of Industrial relations as a discipline and that of collective bargaining in particular emanated from the private sector the world over. Thus much of the practices of public sector collective bargaining are modelled after the private sector collective bargaining. However, in Nigeria, the obverse is the case as collective bargaining gained its root in the public sector at the turn of the century (Fashoyin 1992).
However, in Nigeria, the public sector pays lips service to the collective bargaining machinery. Governments at all levels (federal, state and local) have continued to set aside collective bargaining and give wage awards to score political points in spite of its commitment to ILO convention 98 to freely bargain with workers. The state or the government in the course of regulatory wages and employment terms and conditions revert to the use of wage commissions. Thus, wage determination is by fiat. This preference for wage commission can at best be regarded as unilateral system as collective bargaining is relegated to the background. Wage tribunals or commissions offer little opportunity for workers' contribution in the determination of terms and conditions of employment can hardly be viewed as bilateral or tripartite. Thus, the state preference for wage commissions is anti-collective bargaining.
