University of Nigeria Research Publications

UZOH, Stanley I. L.

Aut

hor

PG/MBA/00/31778

Title

Effective Employee Relations and Internal Organisational Communications: A Study

of Selected Organisations

Facu

lty

Business Administration

Dep

artm

ent

Management

Dat

e

July, 2002

Sign

atur

e

EFFECTIVE EMPLOYEE RELATIONS AND INTERNAL ORGANISATIONAL CQMMUNICATIONS:

A STUDY OF SELECTE~ ORGANISA~I'IONB.

PRESENTED BY

UZOH, STANLEY I. L.

PG/MBA/00/3 1778

4 PROJECT REPORT SUBMITTED IN PARTIAL FULFILMENT

OF THE REQUIREMENTSPR THE AWARD OF THE POST

GRADUATE MASTER OF BUSME$S ADMINISTRTLON (MBA)

DEGREE IN MANAGEMENT.

DEPARTMENT OF MANAGEMENT,

FACULTY OF BUSINESS ADMINISTRATION,

UNIVERSITY OF NIGERIA,

ENUGU - CAMPUS.

JULY, 2003.

TITLE PAGE I

EFFECTVE EMPLOYEE RELATIONS AND INTERNAL I

L ORGANISATIONAL COMMUNICATIONS:

A STUDY OF' SELECTED ORGANISATIONS.

CERTIFICATION

UZOH, STANLEY I. L., a post graduate student in the department of I

I management with registration number PG/MBA/O013 1778, has satisfactorily I

completed the requirement for the course and research work for the post

graduate Master of Business - Administr;ation (MBA) D(,.gre; in

Management.

'This dissertation is aa embodiment of original work and ha:, not been '.

submitted in part or full for any other Diploma or Degree of this or any other

University or Polytechnic.

L

) ''........ ',. Head of Department

DR. U. J. F. EWURUM.

s u p c ! sol.

DR. U, J. F. EWIJRIJM.

DEDICATION

I

This research work is dedicated to my Parents, Mr, And Mrs. Vincent

C. Uzoh; p y Sibblings, Doris, Chizoba, Tochukwu, Uche and Chidimma;

my Nephew and Nice, Chukwuebuka and Adaobi; my h l e , Mr. Donatus,

all of Uzoh's Family; to all my friends and well wishers who have i-tlade the

completioii of this work successful. I am not forgetting my late ftiend,

Eminanuel Odion Oliseh. Again to all the consultants wlm are interested in

Employee relations and Prograinmes aimed at establishing and promoting

peaceful and harmonious working environment. Finally to Almighty God,

for his guidance and protection through out the course of 1 his work. I

ACKNOWLEDGEMENT I

I give thanks to God Almighty for his guidance throughout the

period of this course. It is his grace and kindness that saw me through.

I would like to recognize and acknowledge the contributions of the

following to the success of this work; first and foremost, to my

,' supervisor, DR. U. J. F. EWURUM, who was more of a father, for his

1 patience and encouragement. Again, worth commending of him, is his 4

effort and desire to see that the project report was completed on time, and

submitted to meet the stipulated date. This he did'not ollly to me, but also

to fellow supervisees who were under his supervision. '"Sir, inspite of

your ill-health, right from the sick-bed you had the time atld energy to

.- unrelentlessly and painstakingly go through our project reports, which

undoubtedly and undisputable, rarely can we find a person of such

humane, humble and Godly character, behavioural and :lttit\~tlinal

dispositions. I therefore, on behalf of my l~umble self aild fellow

supervisees, pray for God's Blessings on you and your family, wish you

I successes in all your life endeavours, pray for God to grant you speedy

3 recovery and finally say:"You are truly a Colossus". Mention must be

1 made of some lecturers which include Prof. Okafor, F. 0. (the I3e$uty I

vice Chancellor, UNEC), Prof. Ike Nwosu (Dean Fac~~lty of ~usi$ss

Administration) who is my "academic mentor". Dr. Ikeagwu, Prof. Imaga,

I

Dr. Chikeleze, Mr. Nwoko, Mr. Achison, C. B., Mrs. h4odehe (Pinance

Mummy), Chief P. C. Unamka, Chief, Prof. John Ezeh d.

A great and sincere gratitude and appreciation to my parents, Mr.

And Mrs. Vincent C. Uzoh, and to my lovely siblings like Lady Doris,

Chizoha, Tochukwu, Uche and Chidimma, not forgetting my lovely

nephew, Chukwuebuka and my nice, Adaobi, all of Uzoh family, for their

- patience, understanding, immense support and words of encouragement, .c

both financially and spiritually, right from my ad1nissio1.1 into the first

degree programme. I am not forgetting my lovely, Uncles, aunties, and b

I

their wonderful and lovely family members like: Uncle I>onatus IJzoh;

uncle Obi Okosi Eboh, aunty Patricia Agbazue, aunty Clara Onyiliinba for

their little, but most valuable contributions and iiluneasurable a i~d

unquantifiable words of advice and encouragement durirlg the course of

my study, right from my first degree to the present academic level.

I also had the support and words of encouragement from my I

1 friends, and well -wishers, which include Mr. Kenneth C. Oboko,

! (Advert, Executive, Ncwswatch Communications) Enugu, whose I I unrelenting efforts and supports, both financially, acadcmilcally and

I

morally, will always remain a memorable and inerasable benevolent - gesture to me. Not forgetting Mr. Andy Onyekosor (my humble and

I

highly considerate room-mate), Mr. Sunny Eianimjor (a rcspectabid

prolific writer), Lady Sonsy Uchenu Charles and her fianck, Mr. % Nnaemeka Ndubuisi (a wonderful, and by God's grace, an Insevatnble

vii

couple.to be), Mr. Kelly - Ezeakaibia and his fianpde, Iady "N: G." Mr.

I-Iuniphrcy U. AIII~IIZC, Mr. Enmilnucl Marega, Mr. Gabriel Ndoi'or, the

computer operator, Blessing Mary Ozouli who did a good secretarial job,

and to all those who contributed in one way or the otlie~ that am unable to

mention their names, I say a very big thank you to you!

I am indebted to the management and staff of those organizations

used for this study, which include: Anaininco Ltd, Emene, Nitel PLC.,

Union Bank PLC., all in Enugu metropolis, for allowing me access to

information both through their Libraries and responses to my structured 4

interviews and questionnaires. 1 say a great and G,od blo:ised thank you

and more power to your elbow!

Finally, most respected and honoured gratitude and appreciation

goes to the most high God to whom I remain a living testimony of his

faithfulness.

UZOH, SI'ANLEY I. L.

JULY, 2002.

viii

ABSTRACT

This is a research project carried out to identify and determine the

effective employee relations and internal organizational communications

programmes that could bring / lead to industrial peace and harinohy i

,-. (study of selected organizations - Annaminco Ltd., Errrerne, Nitel PLC., * Enugu and Union Bank PLC., Enugu).

A sample size of 200 respondents all randomly selected from the , staff and management of Anamcco Ltd; Nitel PLC., and Union Bank

PLC., all in Enugu, was used in this study. Both primary and secondary

data were collected and analysed using the Chi-Squarc test. - The researcher, based on the data collected and i~nalysed, found out

- that effective employee relations and internal organizational

coininunications in Nigeria's establishinents do not lead to a greater i

I understanding between employees and employers of 1al:~ous.

- Effective employee relations and internal orgmizational I

coininunications programmes / strategies do riot yield great

result with its application in t l~c promotion of industrial pcacc

and harmony for goals and objectives realizatiorr.]

- Both staff and management of Anamnco Ltd.., Emenc;'Nitel

PLC., Enugu, and Union Bank PLC., Enugu, all have f p l

knowledge and understanding of employee st-:latioris.

. .b - Both organizations selected for this study (Anammco Ltb., Nitel i

PLC., and Union Bank PLC.,) engage in empldyee relations and

internal organizational communications. I

- Organizations recognize and acknowledge employee$elations * . .

and internal organizational communicati~ns a s key t6,industrial

peace and harniony.

LIST OF FIGURES

Fig. 2.1:

Fig. 4.t: b

Fig. 4.2:

Fig. 4,3:

Fig. 4.4:

Fig. 4.5: L"

1 A Diagram representing the communication model.

A Pie chart, representing the believe that effective employee

relations and internal organizational comrnunicat?rlons'lead to

a greater understanding between the employees and

employers of labour.

A Bar Chart, representing the believe that organizations b

recognizes and acknowledges effective employee relations

and internal organizational coinmunicatio~:~~ i 3 ~ key to

industrial peace and harmony.

A Histogram, representing the effectke 1 efficient and

adequate application of employee relations And interhal

organizational co~nmunications in promoting industrial peace

and harmony.

A Bar Chart, representing the extent at wh.i ch ernployee

relations and internal organizational comn~unications have

yielded result in actualizing its goal(s) and objective(s).

A Pie Chart, representing the impact of employee relations

and internal organizational coinmunications in the l&es of

employees and employers of labour. /

Fig. 4.6: A Histogram, representing how extensively employee I

relations and internal organizational ~ommunicati~ns

efforts/programmes have made impact in C IIC: lives of the

employees and employers of labour.

... Xlll

LIST OF TABLES

Table 4.1:

Table 4,2:

Table 4.3:

Table 4.4:

I I

Table 4.5:

Table 4.6:

Table 4.7:

:ki Table 4.8:

Sex and age distribution of respondents.

Total number of respondents.

Understanding of einployee relations and iuternal

organizational communications.

Engagement in any form of einployee relations and internal /

organizational communication programmes.

Effective einployee relations and internal 01-ganizatiofial

coinmunications lead to understanding betwt:era emplo

and employees.

Organizations recognition of effective ei~ployec relations

and internal organizational cominunications progrm~~nes as 6

key to industrial peace and harmony. i;

Effectiveness / Efficiency and adequacy of tibe api)lication of

einployee relations and internal organizatioi~d I

communications efforts in promoting industrial peace and

harmony.

Extent at which einployee relations and interrlal L.

'*: organizational com~nunications programmes has yielded

result in realization of its objectives. $

xiv

--. , Table 4.9: Any remarkable impact made in the lives s f employees and

employers by the application of employee: relilt Eons and

internal organizational communications.

Table 4.10: Extent of the employee relations and internal organizational

communications impact in the lives of einployees and "

employers of labour. I 1 Table 4.1 1 : Chi-square test: Effective employee relations and ipternal

organizational communications in Nigeriapi; establishment do

not l&o a greater understanding between employees and

employers of labour.

Table 4.12: Chi-square: Effective employee relations and interm1

organizational comunications programmes 1 strategies do

not yield great result with its application in the pmnotion of

industrial peace and harmony for goals and objectives

realization.

Table 4.13: Chi-square: Effective and adequate employee relations and

internal organizational coinmunications programmes 1

strategies have not made a remarkable impact in the lives of

the employers and the employers 1 managem mt.

! 1 TITLEPAGE

CERTIEICATION

DEDICATION

ACKNOWLEDGEMENT ., -

ABSTRACT

LIST OF FIGURES

LIST OF TABLES

CHAPTER ONE

1.0: INTRODUCTION I ' 1.1 BACKGROUND TO THE STUDY

1.2 STATEMENT OF PROBLEM I

1.3 OBJECTIVES OF THE STUDY

1.4 SIGNIFICANCE OF TI-E STIJDY

1.5 FORMULATION 01: I<ESGAI<Cll a

+ HYPOTHESIS

1.6 PROFILE OF ANAMMCO LTD, EMENE

1.7 PROFILE OF NlTEL PLC,, ENUGU

1.8 PROFILE OF UNION BANK PLC., ENUGU

ii.

d 1.9 DEFINITION OF TERMS. 14.

REFERENCES 17.

CHAPTER TWO

! 2.0 LITERATURE IEVIEW 19.

I 2.1 INTRODUCTION 19.

2.2 EMPLOYEE RELATIONS AND INTERN~L,

ORGANISATIONAL COMMUNICATIONS

CONCEPTUAL OVERVIEW 20.

2.3 EMPLOYEE RELATIONS DEFINED 22. + 2.3.1 OBJECTIVE OF EMPLOYEE RELATIONS 24.

2.3.2 FOSTERING GOOD EMPLOYEE RELATION?) 26.

2.3.3 THEORETICAL FRAME WORK: WHY

EMPLOYEES CLASH WITH EMPLOYERS 28.

- 2.3.4 KEY AREAS OF EFFECTIVE EMPLOYEE

RELATIONS 1 30.

I 2.3.5 FURTHER TIPS ON EMPLOYEE RELATIONS 34.

2.4 EMPLAINING COMMUNICATION 36.

2.4.1 TYPES OF COMMUNICATION 37.

2.4.2 THE COMMUNICATION RPOCESS 41.

- 2.4.3 CORPORATE COMMUNICATIONS 45.

2.4.3.1 INTERNAL OR EMPLOYEE COMMUNICA T T O T J 4&.

2.4.3.2 EXTERNAL COMMUNICATION 42-

2.4.3.3 FORMAL AND INFORMAL CONNUNICA? ION 47. I

xvii

2.4.3.4 MEDIA OF CORPORATE COMMUNICATION 48.

2.5 EMPLOYEE RELATIONS PRACTTCES

IN ANAMMCO LTD., EMENE, ENUGU 49.

2.6 EMPLOYEE RELATIONS PRACTICES IN I

F T E L PLC., ENUGU 54.

2.7 EMPLOYEE RELATIONS PRACTICES IN

UNION BANK PLC., ENUGU 58.

2.8 SUMMARY OF THE REVIEWED LITERATURE 62.

REFERENCES 64. b

CHAPTER THREE

RESEARCH METHODOLOGY 67.

RESEARCH METHOD /

67.

METHOD AND SOURCE OF DATA COLLECTION 6'7.

QUESTIONNAIRE 68.

INTERVIEW METHOD 69.

LIBRARIES 69.

POPULATION FOR THE STUDY 69.

PROCEDURE FOR DATA GATHEFUNG 70.

VALIDITY AND RELIABILITY OF DATA &

INSTRUMENT 70.

DETERMINATION OF SAMPLE SIZE 71 ,j

METHOD OF DATA ANALYSTS 73.

xviii

3.12 SCOPE OF THE STUDY

3.13 LIMITATION TO THE STUDY /

REFERENCES

*

CHAPTER FOUR

4.0 ANALYSIS AND INTERPRETATION OF DA? A 77.

- 4.1 PART A: RESPONSE RATE AND PERSONAL

DATA ANALYSIS OF RESPONDENTS 77. 4

1 4.2 PART B: ANALYSIS OF RESPONSE BASED OW I PROBLEMS / OB.1ECTIVES 8 1.

4.3 TEST OF HYPOTHEBIS I 104.

REFERENCES 113.

L

CHAPTER FIVE

5.0 SUMMARY OF FINDINGS, CONCLUSIONS A! ID

RECOMMENDATIONS 114.

5.1 SUMMARY OF FINDINGS 114.

5.2 CONCLUSIONS 116. I

..A 5.3 RECOMMENDATIONS 116. I

1.

5.4 AREAS FOR FURTHER RESEARCH 1 ll??

BIBLIOGRAPHY I I lG

APPENDIX I

APPENDIX I1

1

CHAPTER ONE

1.0 INTRODUCTION

1 . 1 BACKGROUND TO TI-115 STUDY

This is a period of regular, intense and dev,~stating worlters

strikes and other ltinds of industrial unrests in Nigeria. Almost

cvcry sector of thc cconomy has been affccted. Even the rich oil

industry is not left out. In-fact, industrial unrests have roclted the

political and economic foundations of this country so much that if 1

something drastic and urgent is not done to check tlie losses in man

hour, profit and corporate development, the I ;:>uir. could be

catastrophic for this nation (Nwosu, 2000).

Unfortunately, when such catastrophies occur, it is not only

the Government, companies or other employers oS 1;tbonr thnt suSScr.

The workers and general populace also suffer. "Thesr: Industrial

Unrests are therefore akin to the harmattan wincl tliat blows nobody

any good. There is therefore need for truce" (Nwosu, 2000).

'l'hcrc is ~ ~ c c d for induslrial pcucc. And all tl~csc can only

come through better understai~ding and m~ftual respect between

employers of labour and the employees. These can, of course, only p

become realities through better and effective dialogue anc stea y

. . two - way flow of communications between the el~rploy(v-i; and the

employees. And this is where the professional ser,vices of public

relations and communications experts and consultant:; come in.

It is intended here therefore, to examine some critic$ issues.

prc~ble~ns and techniques in the related areas and einployers relations I i and eSSective employee cominunications or ii~ternal orgaflizritional I I

I communications. Thc key working thcsis is tl~al effcctivc intcrnal

7

orgai~izational conmui~ications in Nigeria establish i w n ~ i \Gi l l lead

to a greater understanding between thc cniploycr:.; of labour in b

Nigeria and the employees. This will in turn help to bring about

sustainable industrial peace and development in Nigeria.

1.2 STATEMENT OF THE PROBLEM

All scientific research is necessitated by a perc:eived problem.

As such the desire and quest to set out and research on this topic:

"Effective employee relations and internal organizational I cominunicatioi~s: a study of selected organizations. I 1

I Many organizations establish and promote employee reldtions

1

and internal organizational communications. This is because these

organizations in us^, alicr rccruitmcnt and sclcction, piw:, oricntatc,

train, and motivate in the form of payment of salary, promotion,

provision of welfare services and maintenance of good relatiohhip

with the employees both during and alter service" c.g. pension

services, insurance scheme and gratuity provision.

In spite of all these ~nanagement cffotls to maintain an

effective and efficient employee rclations and interwl org,.inizational

co~nmunication, some organizations still wilrless industrial

sabotages, incessant s t rke actions, ~~nenvisaged close-down of work,

etc. which many bclieve to emanate From inylcquate / insufficient,

and still not strong and effective enough of employce relations and

iliternal organizational efforts towards the est;,ibIishment and

promotion of effective employee relations m d internal

organizatioi~al con~munication, had gone, yielding dividends and

had been appreciated by the employees. Except this is done, there

cannot be a genuine conviction and affirmation that all efforts put in

place for the realization and actualization of such programme can

achieve the set objective(s).

1.3 OBJECTIVES OF THE STUDY 1

The objectives of this study include:

I. To examine some critical issues, problems and

techniques in the related areas of employees relations

and effective employee corn i~~ui~ica t i~~ns or internal

organizational communications. s. L *

+

. . I . 'To dctcrmine the extcnt at which thc appj.icd efforts /

progranimes gearccl towards the e) ~.ablislin~cnt and

promotion of effective employees relations and internal

organizational communication, had gone, had been

appreciated and had yielded or is yielding result in I

rcspcct its pilrposc of application or cstublishmcnt.

iii. To examine and establish the various eflorts 1

programimes established by the se1ecti:d organizations

for this study, in the realization and actualization of

effective employee relations and internal oi-gahi;t,ational

iv. Finally to makc appropriate and feasible

recommendations based on the findings of thc study.

1.4 SIGNIFICANCE OF THE STUDY

The significance of this study cannot be over emphasized. Tt

is significant bccai~sc data so gcneratcd li-om thc s t ~ d y is suSlicicnt

to expand further fields of knowledge of this topic from many other

dimensions. The study also, presents sufficient chdllenges to

academics to increase their research interests i r ~ L I I C field of

% I The government will also benefit from this study in that they

1 will learn how to apply the best and most effective and adequate

1 employee relations and internal organizational comm~inications 1

progran~ines in the governinent owned organizatiom. (ministries,

cor~orations, parastatals etc) to actualize and realize their set goals

and objectives.

Again, the private owned organizations and enterprim are not -.- left out as beneficiaries of this research work. This they will bohtfit,

in the sense that all the programmes / efforts geared towrds the b

actualization and realization of effective employee relations, which

will in turn help to bring about the goals / objectives realisation, will

be made known to them.

1.5 FORMULATION OF RESEARCH HYPTHESIS r

Modern researchers agree that research wortl,;.. whenever

feasible should proceed from hypothesis because hypothesis serve as

powerful beacon that light the path for the reseqrch 1,vork "tllso

hypothesis are necessary whenever causes - and - effect relationship ,

are to be discovered" (UZOH, 2000). Thus, formulating hypothesis,

as frame-work for this s t ~ ~ d y becomes imperativc. - d Below are the null and alternative hypothesis:

1. HO: Effective en~ployee relations and internal

organizational Communications in Nigeria's

establishments do not lead to a /greater u11dt:rstanding

between the employers of labour in i%digerra and the

employees.

- HI: Effective employee relations and internal organizational

communications in Nigeria's cstablishn~ents will lead

to a greater understanding between tllc employers of

labour in Nigeria and the employees.

2. HO:

.. HI:

Effective employee relations and illtcrnal /

organizational communications programmes 1 strategies

do not yield great result in the promotion of industrial

peace and harmony.

Effective en~ployee relations and intcrnal organizational

communications programmes / elforts yield great result

with its application in the promotion of industrial peace

and harmony, for goals, and objective(s) realization.

Effective and adequate employee relations and

internal organizational comi~unications strategies have

not made any remarkable impact in the f 1 v 2 s of the 1.

% %

employees, and the cmploycr / managcmcnt. ;A

1

HI: Effective and adequate employee relations and

internal organizational corninunications programmes /

efforts have made a remarkable impact in the lives of

the employees and the employers / ~nanagement.

b

1.6 PROFILE OF ANAMMCO LTD. EMENF:.

It is pertinent in a study of this natul-c that a bricS background

/ profile of the organization / company where the research vvill be

conducted, bc introduced to the reader, as such all exercise will 1

assist him and others immensely in knowing the study arc,?]. 1

Mercedes Bens ANAMMCO is a joint venturx bc~ ween the

Federal GOV~TIIIIICII~ of Nigeria and Dainlur C11ry4er AG. BM-

ANAMMCO manufactures commercial vehicles and leads in the

commercial vehicle market from fiver\ tons payhead and above in

Nigeria. Thc plant, which occupics a Sprawlong 300,000 square

metre site at Emene, near Enugu, is shinning example of'a profitable

and viable econoinic and technological co-operatioat between the

government and people of Nigeria and Daimler C h r y s l ~ ~ .AG.

MB - ANNAMMCO Limited was incoqporated in .lanuary 17,

1977 and the plant was commissioned on .My 8, 1980 by the first

Executive President of Nigeria, Alhaji Shehu Shagari. It started

official production in January 1981, and has to datc inad& an

-- enviable mark on the nation's industrial growth adding over '25,000

vehicles to the nation's transport sector, backed up elfectively with a

network of over 36 after -- sales services' points and spare .parts r .

supply depots. Ihc company's central spare parts Dcpc'd, Enugb

stocks over 35,000 line items.

1.7 PROFILE OF NITEL PLC, ENUGU t The Nigeria Telecommunications PLC./(NlTEI,)qs a Federal

Government owned company that pro1,ides public 4

telecommunications scrviccs in Nigeria.

Set up in 1985 as an amalgam of the teleclamn~~~nications

Division of the defunct P & T Department and the Nlg,esian External

Telecom~nunications Ltd (NET), NITEL PLC., has a stair' strength

12,000 as at 1996.

In 1992, NITEL was commercialized following a tripartite

agreement between it, Ihe government and the hen technical

committee on privatization and conmercialization (TCI'C). In

1996, the provision of mobile services was exercised from NITEL to

form the Nigerian Mobile Teleco~nmunications Ltd. (M - Tel) M -

Tel was however resulting conglomerate was constituted into three

directions. d : s

It now operates a three - directorate structure which all report

to the corporate I-leadquarters. 'The Directorates are for long

Distance Coininunicatior~s, Domestic Net - Work ('omiilunications

and Mobile Con~munications. * The Directorate of long Distance Cominunica~ion is in charge

of all International T C ~ C C ~ ~ I I I I I U I I ~ C ~ ~ ~ ~ ~ ~ S switthing ccntcrs, intcl-nal

gateways, the national trunk and repeater stations and internet

networks.

The Directorate of mobile communications is r(:sponsihlc fof

the provision of mobile services across the Directo!.;~te's four areas

in the countiy, which are: - - Area (i) with Headquarters in Lagos.

- Area (ii) with Headquarters in Enugu.

- Area (iii) with Headquarters in Abuja.

- Area (iv) with Headquarters in Jos. 1

The provision of GSM services also falls wiil~in the preview

of the Directorate.

The Directorate of Doinestic Network Co~ninunications

Opcratcs 011 a 1 - Zonal and 39 - Territorial Administratioi~s basis.

The six Zones are: -

(a) Lagos Zone with I lcadquartcrs in Lagos. 1, ! b

(b) North West Zone with lieadquarters in E.,.i.ului~a.

North East Zone with Headquarters in Hauchi.

South East Zone with Headquarters in lc,nugu.

South West Zone with Headquarters in Y baclan.

Ccntral Zone with Ilcadcluartcrs in Abuja.

Each State of the Federation and the Federal Capital represent

a territory. Lagos is however structured into 3 territories.

Fully commercialized under the privalization a d

commercialization policy of the Federal Governn-lent , Nitcl Ltd,

more than ever, is committed to the provision of ellicient, reliable

and cost effective telecommunications services nationally and

ii~terilationslly, this set of objectives has remained the guiding

principle on which the company's operations are based.

NITEL has about 800,000 telephone lines and about 13,000 I

telex lines in the network. With the introduction (-1V digltal system 4

into the network from 1990 and the commenccn~ent of GSM

operations, the total installed capacity of telephone lines is expected

to reach one inillion at the beginning of next year. About 450,000 I lincs of thc cxisting capacity and digital lincs.

Other relatively new services provided the company are the

INMARSAT scrviccs, the Network paging services ;tnd Audio mail

services, internet services and OP line Billing. 1'6

/ I

NITEL Ltd had continued to live to the expkctations of the I

Fcderal Government hy improving on its achic\t?emcnts pf thc

el'ficicnt inanagement o f the nations teleconxnuniciitions network. I

I 'l'he company has consolidatecl its corporate existenc.:e and is lirmly

onkthe path to providing adequate, effective, modern and viable

telecoininunications services for the nation's developtnent.

._ SERVICES BY NITEL PLC

NITEI, provides a variety of services which include the b

following: - I

1. Telephone with IDD (inlomational Direct Dial{/ng).

2. Mobile J GSM services.

3 . Telegraph and Telex delivery services.

-- 4. Telegraph and Registered Telegraphic ~ d d r d s .

I 5. Local and international public card payphone. I

6. Transinission and reception of rcal time telcvisiom for

Network services.

7. Private leased Telephone and Telex services.

8. Pal - Seco~n Tape Convcrsion. /

9. Private Wire.

10. Maritime Mobile services (MMS)

11. Leased Telephone and Telegraph services.

Alternate Voice Data (AVD) circuit.

International Public Counter services.

Voice cast and press Reception.

NIFAX services (Public Fascii~~ilc).

Satelite Mobile Communicalions.

INMARSA'I' sCrviccs.

Data Switching system.

Electronic Mail [National services only)/

Press Reception and Broadcast.

X 400 electronic n~essages.

Air traffic sub-system.

Digital PABX with DID (Direct inward Dialling).

Internet services.

PROFILE OF UNION BANK PLC

'The colonial bank, the fore-runner of Brrrclay's Ban

(Dominion, colonial and Overseas) and of prescnt dry Llilion Bank

of Nigeria PLC was allowed by the British government in 1916 to

Operate in any part of the British Empire. In 1917, the Lagos

branch of the bank was opened. The bank's interes~s were mainly w thc servicing of' inlcrnalional trade 01' the expatriate cxmpanics and

assisting the colonial government. (Ogwuina, 1988:2 I ) . t'!

- . * In 1925, the bank was renamed Barclays Bank (Dominion, I

colonia and Ovcrscas) and bccanw 13u1-clays I3ank c l>C'O) in 1954.

In 1960, Regional managers were appointed for the administration

of the Eastern, Western and Northern Nigeria Region.

The name of the bank was changed to Barclays Bank of b

Nigeria Ltd. in 1969,-following the enactment of a banking decree

which made it mandatory for banks and all Soreign business . - operating in Nigeria to be incorporated as Nigeria Company's. then,

it was still a wholly owned subsidiary of Barclays bank international b

I Limited, London.

1 However, in 1979, 81 3% of the bank's shares were offered to

Nigerians and the Bank was listed on the Nigerian stock Exchange I - I (Ogwuina, 1988:25). But as a result of the Nigerian Enterprises 1

promotion Decrees of 1972 and 1977, which put thc: force of law -

behind Government's Indigenisation Policy, the bank \was compelled

to dispose much of its holdings to Nigeriaris. Thus, the federal

governnient of Nigeria acquired 51.67% of the bank':i shares while

Barclays Rank P I C was left with 40% and 8.33% wilh thc Nigcria

public.

In 1979, the Barclays Bank decided to sell 50'?/0 of its share - - holding in the bank to Nigerians. With the reduction of their equity

I

I

I holding, the name of the bank was changed in 1979 to Union %nk

of Nigeria Limited to reflect the new ownership structure of the

bank. This ownership structure remained the samc: from 1979 to

1987 such that the Federal Government had 5 1.67%, private

Nigcrian investors had 28.33% and Rarclays Rank PT,C 209'0. I

However, further changes had occurred in the bank within the

last decade. In conlpliance with the companies and allied matters

decree of 1990, which called for the Federal Government divestment

in a number of enterprises, the bank assumed the name, Union Bank

of Nigeria PLC in 1993. it is now fully indigenous with Nigerians at

the top management level.

DEFJNTION OF TERMS

Industrial Unrest: - Strikes, lack of peace, lack of tranquility,

disunity, confusion and lack of wity, resulting from

~llisu~ldersta~ldi~lg and disagreement in industries.

Industrial Peacc: - Existence of tranquility. Iiarnlc~ny and

Unity, base on Understanding and goodwill in i~~dustries.

Employers of Labour: - These are the owners of

organizations and companies who rewards the services of

those persons who were engaged in production of goods and

services.

: '5

E~~~plovees: - 'I'hese are the persons whose services are

required or engaged in the production of goods and services.

Public Relations: - The art and socih science of analysis

trends, predicting their consequences, counseling leaders of

organizations, and implementing planned programmes of

actions that will suit the best interest of both the organization

and the organization's publics.

Communication: - This is a way or process by which an idea,

concepts, information, or rncssagcs arc being ti:~~sli:rr~'cI I'roni 4

one person or place to anothcl- person or plxc.

Employee Relations: - This is the estal-dishment and

promotion of goodwill and supporj, based on mutual

understanding between the organization and its einployees or

st a IT.

Internal Organizational Communication: - This is the flow of

ideas, concepts, information, or messages within an

organization. It can be vertical (i.e. from management to

subordinates. or from subordinates lo m:ln:lgc~nc~it). Again i t

can be horizontal (i.e. between the line managers).

Eff'ective Elnplovee Relations and Inter~~;ll-~(~r~~~t~_i~~tio~!

Communications: - These are the moves or trairsfer of ideas,

concepts, information, messages, or gestures, betweenr%the

;4

.-, organizations and its publics (stan' or/cmployccs) which is

capable of establishing promoting and maintaining goodwill,

support and mutual understanding within the organizations.

10. Two - way Communication: - This is an eil'ective flow of

information or idea between two individuals, individual(s)

and organization, organization and organization or

management and cmployccs which guara~~lcc!; I'ecdback

mechanism.

.- REFERENCES

Relations function". Lecture series, a

publication of Lagos State Chapter of the

Nigeria Institute of I ~ l l i c [<elutions,

Lagos, 1998.

2. Nwosu, E. I. (2000): "Effective Employee Relations and

Internal Organizational Coinnlunications

as key to Industrial Harmony". Public

Relations Management Journal. Maiden

Edition, Vol., l., No. 1, I). I .

3. Uzoh, Stanley I. L. (200 1): "An appraisal of I'uuldic Itelat ions

inputs (instruments/ strategies) in the

awareness creation ol I-llV/AlDS

Pandemic in Nigeria". A n Unpublished

Project Report, Submitted in partial

Fulfillment for the award of' n postgraduate

Master of Science (dl. Sc) dvgree in Public

Relations. Department of marketing,

Faculty of Business Administration,

University of Nigeria, Enugu - Campus. : 4

; >\-

I 4. Journal: Profile and historical background of Anammco Ltd. I

I Emene, Enugu. 200 1.

5. Diary: profile and historical background of Ni~cl PIX.

PLC. 1999.

t

4'. Journal: Profile and historical background of Anammco Ltd.

Emene, Enugu. 200 1.

I 5 . Diary: profile and historical background of Nitel PLC.

CHAPTER TWO

2.0 LITERATURE REVIEW

In any study such as this, it is always i~npcraf ive to critically

review written opinions of other people materials aur! tc:tl.s that have

relevance and references to the topic of discussion. 'I'his chapter

therefore, is aimed at reviewing some of the most impohant

literature on the topic: - "Effective Employee relations and internal

organizational coniniunication in sclectcd organiz~~tio~is~' .

Before this is carried out however, the researcher will attempt

to carry out a conceptual overview of employee* relations and

- internal organizational communications, and the historical survey. I

I This will enable us to understand the real concept of employee

relations and inter~~al organizational communication, beforc i I analyzing their strategies in the promotion of industrial peace and I

harmony, which will in turn bring about tht: growth and

development of the Nigerian Industries.

-i

2.2 EMPLOYEE HELATlONS AND INTERNAL

ORGANIZATIONAL COMM LJNEC ATIONS

CONCEPTUAL OVERVIEW /

I Employee Relations and Internal Organizational I 1 Communications is regarded as ltey stone of Corporate Public I I

relations programmes: The essence of E~mploycc Relations and

Internal Organizational Communication is to let tl~w management I

-- know what employees' feelings and aspirations and i~ltcrests are. In

large organizations information usually pass from top 10 lower levels

of management.

Since employee relations and internal organizational

co~n~nunication is a key functional area or Corporate I'ublic rclations

it will be logical therefore, that such concepts ovcrvieu is given

from the perspective of corporate public relations. -- I According to Baski~i et al, (1988:401), public relations is I I I I

practiced more extensively and with more impact in large bus.iness

1 organizations than anywhere else. Business deal with and adopt to I I increasingly complex and dynamic environments. They manage I

rclations with a varicty 01' publics anti bula~~cc bcllavi 1 1 1 . 111 ~-c:sl~onsc

to many often conflicting demands. They confront numerous

coniplicated and pressing issues, including business ethics, equal

/

opportunity, the quality of work of life, consumerism, /

environmentalism, global commerce and others.

They maintain that large corporations hwc st~bstantial

resources available to invest, in public relations ef'foi-ts. They do not

invest, however, unless they believe the amount spcnt will yield

even grealer returns. - Thus, while public relations is allotted great

scope and resources in business organizations, it is also held closely ...

accountable for producing desired results. I

I Especially in large companies, public relations programs have 1 0

I inany facets. each of which recpircs dcvelop~ncnt ol' specialized

knowledge and techniques. (Wilcox et a!, 1?89:22), The primary

areas of corporate public relations, according to Wilcox et :al, are the

following: -

1. Reputation - Projection and enhancement. This involves L

preserving and building goodwill for a company by 31, monslrating to

the public that the firm is an efficient producel- of well-made

products, an honest seller of goods and service. a fair and equitable

employer and a responsible corporate citizen. I

Among the aspects of this function are: - (a) Protecting the company against attacks

- (b) Telling its story well when contro'versy arises I

(c) Initiating programmes to explain company goals and

policies.

(d) Displaying concern for environmental problem.

(e) Promoting and protecting corporate ts-adeni-rlrirks and

logos.

( f ) Showing that the company cares for thc welfare of its

employees and the communities in which its facilities

are located.

(g) Explaining the company's position on political and b /

i economic issues.

They maintain that this role, performed in maiky w:ays uses a

variety of communication tools to build a positive irnage of the

company. That "Image" in this sense meahs the perscmality or

- character of the conlgany projected to the public (both internal

Public and External Public).

2.3 EMPLOYEE RELATION DEFINED

Employee Relations: An open flow of information from /

management to en~ployees, and from employees to management is

recognized as essential by most corporations. To achicve this, the - 1 public relations departments works closely with the personnd or I I I

human resources department. Anlong the Sunctions it performs are: I ;4

I

- Publication of an employee magazine, Newspsiper, or Video news

magazines, the writing of brochures for examples explaining

company policies and benefits, preparation of audio - visual

materials for training and policy - transmission purposes, the

scheduling of staff meeting and seminars, the training of speakers

among managers and .co-operation of em loyee productivity or

energy conscivation campaigns. R Id' OF NIGEMP

I l L'l'IIBRARl Employee relations is aimed at creatmg mutual understmding

and support between management and employees. C:omnntunicatian 0

between management and employees can be diiff'i~11 and

complicated due to the heterogeneous nature of the employees. The

employees are varied and many groups exist due to differences in

attitudes, beliefs, perceptions and expectations.

Ennployee relations is all about running thc organization +.

effectively. It is all about making sure that people know what need

to be donc, understanding why its ~neccssa~y, Scd co~nmitted to I I achieving it and have a chance to use their ow? knowledge and skills

i 1 to do it better if possible.

Y

2.3.1 OBJECTIVES OF EMPLOYEE RELATIONS ,

The objective of maintaining mutual understanding between I I an organization and its employees may include the following I i amongst others: -

. . 11.

'.-

iii.

iv.

To create among all hands an awareness of the

organization's best operations, pr6blems and goals.

To ltcep hands informed 011 signillcant developments

that affect the organization and the employees.

To increase effectiveness of all hands rts ambassadors

on and of the job.

To solicit and encourage employee inpui for improving

operations.

To satisfy employee's desires to be kept informed and

to participate in thc org;miz;llion.

According to Omotosho (1 997) "employee Relations is 1

interaction between nlanagenlent and one employee". 'l'he structure

upon which this definition is based is interpersonal corml~urlication.

So, in reviewing cominunication issues dependent on conflict

Verderber (1988) writes "to maintain good relaiiorislilp recpite a

high percentage of the commitment you had when you orlginated the

relationship". $ : p

.,- "When we are in a developing long relationship, we are likely

to invest every bit of time, energy and money that it takes to get the

relationship rolling. For instance a man will shower u woman with a

gifts and perhaps send her flowers regularly". 1

This could be the reason Akinpelu (1997) posited that "uiiless b

management is aware of the feelings of the work fofce and handles

them carinly, it just becomes vague and distant".

For this reason, he highlighted what he termed "the general

requirement of employees" among which are: - - Is the company making money?

I

~ - Are there lay-offs common in the company? I

I - Is the company progressing or declining?

- I What are the company's personilel practices?

I - What are the retirement benefits? - - Could there be arbitrary or unjust dismissal?

Other requirements include: -

Respect: - Employees want to know whether they are recognized as

human beings who knows what is useful to the organization.

Participation: - Employees want to be given thc opportunity to

participate in the attainment of his organizations goals, and not be

- regarded as a company in the whecl of thc organization's progress.

I $4

I

Consideration: Employees want to be ihformed and consulted

about the goingons in the organization, especidly in relalion to his

work, he also wants to be given the opportunity to express ideas he

might have on matters affecting him.

Recognition: - An employee wants reward for good and

faithful service, and wi l l love the publics of the organization to

I know about his achievement. For instance, reward for long service P

I years and so on. ! Opportunity: - "An employee needs to know thal there are fair b I

promotion and advancement opportunities in his organization, He I

needs to know that it is possible for him to do what otheh have

done, or become what others have become. He needs evidence that

the merit of those at the top justifies the position and eminence".

2.3.2 FOSTERING GOOD EMPLOYEE RELATIONS

According to Altinpclu, "linploycc relations is a total

integration of the philosophy of Public Relations into an

organization's personnel functions". This includes everything, other

than financial remuneration, which encourages members of staff to

contribute their best to the productivity an~d prosperity of the

organization. Hence, "an organization's Chief Exec~~tivi who is ,', 6'

interested in his establishment over all success shoutd do the

following to foster good employee relations.

- Define policies in all areas of personnel and ! 1 administrative matters and let all categories of staff be I

I I aware of these policies. I I,

- Management should brief employees directly arid not

through heads of department about all nmjor decisions,

issues and explain to them why decisions.were taken in l

a particular manner.

- Management should allow every infornied officer to

have authority commensurate to his level of

responsibility.

- Management should establish effective channels of

two-way co~nrnunication like suggestion boxes, house

journals, notice boards, plus Unions and societies etc.

- Management demand loyalty from its employees

especially in times of trouble, and should not criticize

them in public. I

- There should be encouragement for workcrs to improve

themselves by rewarding new academic achievements.

- Rumours should be clarified as early as possible by

management.

2.3.3 THEORETICAL FRAME WORK: WHY EMPLOYEES

CLASH WITH EMPLOYERS.

I Many reasons can be given for the prevalence of industrial

I I uncests or conflicts between workers and their employers at any I I time, in various circumstances and in various countries. But at the I heart of most of these reasons almost always lies the h c t thak often Ic times the interests and goal of the employers hardly ever agree with

those of the employees. It does not matter whether the c:mplnyet is a

government or commercial establishment. It also. does not Lnattcr

whether it is during abnormal or normal times. The only difference

between normal and abnormal times as a far as industrial unrests are C

concerned is that during abnormal or hard times, thc disagreement

between employer and employee goals or objectives become much E

sharper. I I As public relations managers, we must recognize this obvious

1

conflict of interest or goals between the cmploycr and employee in I 1 any organization, take as a given and let it guide our programmes I

I aimed at reducing industrial unrest, including e i ~ ~ s u s i ~ ~ g better

improved internal organizational communications. d Some elaborations of this crucial points seems 111eces:jlary as it

should serve as the basic theoretical foundation or p i n c i p l h h a t

2.3.3 THEORETICAL FRAME WORK: WHY KMPLOYEES

CLASH WITH EMPLOYERS.

Many reasons can be given for the prevalence of irtdustrial

unrests or conflicts between workers and their employers at any Y

time, in various circumstances and in various countries. But at the

heart of most of these reasons almost always lies the fact that often -.. , times the interests and goal of the employers hardly ever agree with I I those of the employees. It does not matter whether the employer is a i I government or conlmercial establishment. It also does not matter I

whether it is during abnormal or normal times. The clnly difference

between normal and abnormal times as a far as industrial unrests are

concerned is that duriag abnormal or hard times, the disd,, 4~rr t .e~ne~t

between employer and employee goals or objectives become rnuch

sharper.

As public relations managers, we must recogni2c this obvious 1

conflict of interest or goals between the employer and employee in

any organization, take as a given and let it guide our. programmes

aimed at reducing industrial unrest, including ensuring bcttcr

improved internal organizational communications.

Some elaborations of this crucial points seems necessary as it

should serve as the basic theoretical foundation or principle 'hat

;4

should guide our decisions and action in the management of

industrial unrests through effective internal organization

communications and other strategies. First, from ihe eii~blojm's

perspective or viewpoint, industrial sociologists have through

research shown as follows: That every employer trier; to hold down L.

costs as much as possible. Every employer wants to get as much I

i work as possible (i.e. high productivity) from the employee, if C-

1- possible without very much expenses on his part. Private

commercial forms in Nigeria are most guilty of this and often

degenerate to naked exploitative tendencies to realize tl~ic; objcctivc.

From the perspective of the employee, research has also

shown that: Every employee (no matter how patriotic or how .. dedicated) tries to get paid adequately on what he considkrs as

IS adequate or commensurate with his work or labour often irrespective

/ - of economic down turns. He is interested in productivity only as

much as it will help to increase his earnings or 19ay pacltage.

Morcovcr, thc empIoycc is 1;clvou~ably inclined towards coffee

breaks, long lunches, paid holidays and vacations and the various

fringe benefits like hospitalization that don't seem to cost him or her

anything personally in time, effort or money (center & Walsh, I

It is obvious from the above exposes or reseqrch findings that

these conflicting interests or goals of the employers and employees 1

which are based on their selfish individuals' ,or grows iderest will

naturally lead to a conflict situation. The resolution of thls conflict

sit;ation to the near satisfaction of everyone (by the public relations

manager) seems to be ^the key of industrial peace and harinony.

Effective employcr - einployce rclatioils and internal lor.g;~nizational ...

communications hold the key to the schievcinent of this objective.

To this end therefore, we must be able to provide t:f'fic:ict!:t arid

effective communication channels in the organization, know how to

put tliesc channels to maximum use, know how to handle these

channels in times of crises and know how . I tl~cse

communication channel to adequately address'their target audiences

and handle industrial relations matters very profession:dly.

KEY AREAS OF EFFECTIVE EMPLOYEE

RELATIONS

Four major areas have been identified and addressed the

world over by public relations managers oftcn \ioi:.E;irig with

personnel or industrial relations managers, to ensure effective / employer - employee relations. These are the areas of,yob entq ; on

4 - the job situation, rewards and work stoppage (center- and Walsh,

C

1981). We shall adopt these identified areas as focal points and '

I i I I attempt to apply them to the Nigerian situation. I

A. Job Entry: - This situation can cause early stains or problems.

They must therefore be handled with care. They refer ~naii~ly

to the dos and don'ts of recruitment excrcise. It is

recommended that the public relations managers be involved

as this early but critical stage of the beginning of the

relationship between the employee and the employer. But 4

many Nigerian establishments hardly do this. As a result

wrong expectation situations are created in the organization.

These may lead to real crisis in the future.

If the public relations managers are involved in the process, as

we should insist in our various organizatioi~s, there area

number of professional inputs he must make. 1 It: :should for

instance help in designing the job advertisements and

placement of them in the right media. He sho~dd help in

preparing the interview questions or schedules and ensure that

a conducive or cordial environment or venuc is used for the

interview. It is his job to ensure that the intewicw is fiiendly i

and does not turn into an inquest or war. The prospective

employee should be given some information brochur& or

other publications about the company (Nwosu & Edmili,

1992).

B. On the Job Situation: - This refer to when the cxnployee has

now been recruited and so is a part of thc organization, l ' l~ is b

is where mahy internal organizational commun~cation

techniques should be used to keep the employees adequately

informed about company policies, plans. problems end other

such vital .facts, Bulletin boards, eipploycc publications,

suggestion boxes, posters, meetings, lectures, and close -

circuit television sets, telephones and other nre appropriate

communication channels that must be used at this stage to

keep the employer adeq~~ately informed and to carry him or

hcr along in the establishmcnt plans, goals, and dreams. Thcy

should also be used to give him a sense of belonging, making

him feel he is a member of the family. As much as possible

employees should be made to realize that if they plat1 to make

a career in the organization, the survival of the organization

should be their utmost concern. I

C. Rewards and Recognition: - These are very important

strategies of effective employer - employee relahns.

Everybody values attention and recognition and feels happy

when he gets it. Even very junior workers need to be

recognized and rewarded when they merit. Nigerian

employers are again poor in this regard. The public relations

manager should ensure that definite concrete actioris arc taken

to achieve the desired objectives. Employees death, births,

etc. should be capitalized upon in the kind of bridge - /

recommended here for effective employee relations. Other

strategies include employee participation in speci:l/ evbnts, b

parties, in-house workshops on various issues publicizing of

promotions, giving annual reports to employees and giving

Christmas or special bonuses.

1 D. Work Stoppage or termination: This can be image dampener -- for an organization, if poorly handled. It is therefore part of

the employee relations duties of the public relario~w oficer or

imnager to see that whcnever this occvlrs, it is l~andlcd with

all amount of responsibility and human considcyatictns. The

organization should be made to realize that this is a most

difficult time in the life of any employee even when it is

normal retirement. Information and educati\cl,: projgralarnes

should therefore be organized to reduce. 13sycholo&cal

problems which stoppages cause on employee. This will help

to reduce friction and apathy among the out;;oing workers,

which will if unheaded (among other things) affect the morale

of the worlters that are still in the employment of the

organization. Retiring employees should not be treated like k

useless old rags: That will be very 'poor public relations

practice (Nwosu, 1996).

2.3.5. FURTHER TIPS ON EMPLYEE RELAT~ONS b

The public relations manager should advise i~~iinagen~ent that

the major importance of employees lies in the following facts (can

field, 1984);

( 4 Failure to inform employee leads to

misunderstanding, rumours, gossips, confusion

and even strikes. I

(b) Employees want to and should tlc: (a!lowed or

given the chance to express their opinions on

issues and problems to management through

effective two - way comn~unications flow.

(c> Good relations with other public of an

organizations (e.8. conimunity ncii;Iibours) o k n *",

depends on the quality of employee relations in

an organization.

The public relations lnanagcr 11ir11self must be I

guided by the fact that qrnployce~; ortcri need

information in the following arcas: knowledge

about the organization (past and present).

For a manufacturing firm, how thc products are

made and how they are marketed.

Information on new policies in the establishment

especially those that affect or will nffect them.

Advance information on changes in the company

e.g. personnel, products, etc.

What the organization expects from them

exactly. 1

Trends and prospects in the orga17ii:ation

business, including the profits, los!jes, problems

ctc.

The possibilities of lay-offs and reasons for

these.

We should not look down on them and so deprive them of

these vital information. This will cause more problems for the 7'5

. I company, no matter whatever it may gain temporarily by hiding or

suppressing these information.

2.4 EXPLANING COMMUNICATION

Communication has bcen ddincd, cxplained, applied, k

analyzed or studied in many ways. We are mainly interest.ctf Irn lhis

book in those explanations that relate to human and social

coinn~unication. We are interested also mainly iii uridet-stnpding

communication as an exchange process. It is therefore more or less

a process of information, ideas and opinions exchange within,

between or among individuals, groups, organizations or nations

(usually made up of human beings) in a social br societal context.

All these are easy to understand in all types of communication

involving two entitics which may bc two iudividuals, two groups,

and individual and a group, and other such comn~~mication or

relational scenarios. is because in these type ol'con~munication

which fall under interpersonal or group, co~~i~ i~un ic r~ t io~ i th~>l.c is

usually an easily identifiable communicator and a receiver ot' the

comrnunicated message or information. But with the other second

broad category of co~ninunication which involves only one pcrsrrn or

individual, the coilmonness may not be too obvious. This category /

is known as interpersonal communication which r e fe r8 to

communication within one's self or ourselves. E,xatnples are

soliloque or talking to one-self, thinking alo~td or silently or having

impressions of something or somebody. Research tell us however

that these concepts of exchange, sharing and othcrs arc still therc in

intrapersonal communication. *

2.4.1 TYPES OF COMMUNICATION

There are three basic types of communication --- intrapersonal,

interpersonal and mass communication. But within these three basic 4

types, there are other types or forms of commpnication, that need to

be explained specifically but briefly. This is because they will help

us not only to better understand the cominunicatiorl concept, but

because they will help us to better undcrstand and usc the contents

of this book. One of them is no11 -verbal communicaiion vvhich can

simply bc described as conlmunication without words. It is also

called body language because it employs such body signs, signals or

symbols like pos t~~re and eye contacts, appearances, facial

expressions, dress modes, gestures or kinesics like posture and eye

contacts or inoveinents or movemei~t, body distance, proxeinics or

proximity, action or inaction. The impohance of non-ierbal

coinmunication which varies from culture to culture is lhat it is often

the most common, easiest and best way of saying what one w a d s to

say. The common saying anything" underscores the importance of

non-verbal communication. Non - verbal communication forms or

cues can communicate independently or can be sued to reinforce

verbal communication, e.g. in speech delivery or other face -to-face

communication forms, deep emotional feelings are sometime best *

expressed by using non-verbal communication forms.

Telecommunication is another form of commurlication which

mass media and marketing communication practitioners must be

familiar with because they would have to put one form of it or the

other to use in their jobs. It refers to distant or I';u off

con~munication using telephonc or telegraphy which transmil signals

in form of electrical in~pulses along wires. It is part or what is

sometimes refered to as point - to - point communication. 'I'here is

also what is ltnown as Extra-personal comm~unication which is

computer based typc of cornmunicatio~~. And bc~ausc in it, one

computer or communication machine transmits messages which are

received by another machine at other and of the communication

chain, it is often called machine - to - maehine communication.

Telex or far messages transmissions are good examples of this type

of communication.

Then there is organizational communication, which refers

essentially to group9 and interpersonal communication within"an

ocganizational setting. It emphasis is on how organizational

structures affect communication among the individuals that make up

the organization and how those structures are in turn affected by I

communication (Rogers and Rogers, 1976, p. 14) 311 these create

problems and conflicts which must be resolved properly before there - can be effective communication within afi organization.

We also have international communication, which is an area

. of coinrnunication studies and practice that deals with

communication between and among nations in the international #

system. It can also be between individuals and groups that are not

nation - actors in the international system (e.g. non-governmental

I organizational in business humanitarian or other areas). In short,

. any communication across national borders or frontiers fall within

the domain of international communication.

The intercultural conmunicntion, on the other hand, rel'ers to

cominunicatio~l between and among individuals or glrollps who /

belong to different countires. The different cultul-cs can bc wnthin

one country or in two or morc different countries. Study,

understanding or analysis of inter cultural communication effi.~rts. It

also helps to know how to deal with the communication pl-oblcms

that arise mainly as a result of the cultural differences. And these - ,I

can be very critical or important in determining our success?or

;.!

"" failure in effective use of the mass media of cornmunication. The

I point to note here is that the I-Iausa, Igbo, Chinwe or American I

communicator or receiver of information is not just a human being

but also a cultural being. He or she therefore comnlutliciutes or

reacts to communication not only as a h u m a ~ being but also based k

on his cultural background. This can create problems Sor the

individual or group communicators, if not taken inlo proper

consideration (Nwosu, 1990, P. 3 13 - 335; Nwuneli; 1985, 1'. 120 -

137).

I Traditional communication, which is usually ct~ltural - bound

or culture - centric is another important type of communication

which media practitioners and marketing communicators who

operate within the developing parts of the world must ~iridetstand l

and laow how to use. It can be defined as a continuous and ---.

persistent process of information dissc1iiination, cntcrt;linmcnt and

education (and even advertising) used in societies which have 11ot

been seriously dislocated by Western culture or any other external

influence. (Wilson, 1987, P. 89). Described as "otamedla" by the

Late Professor Frank Okwu Ugboajah and widely accepted as such

in communication literature, it is usually includes town crier system,

- rituals, religious practices, festivals, village associations, folk

I theatre, folk tales, drums, musik, dances, signals and synbols

(Ugboajah et al; 1987, P. 10 - 1 1 and Ugbojah, 1985, 1'. 169 -

176). I

2.4.2 THE COMMUNICATION PROCESS

We mentioned earlier that communication is better understood

as an exchange process. Let us now describe that process or how the

cominunication process works, including its components or elements

and other characteristics, albeit in an encapuslised manner. In every

coillinunication situation there must be an idea, stiinulus or sender,

source or encoder, the medium or channel, the receiver, decoder or

destination, effect and feedback. These are key elements of the I

communication process. They can be easily remenibered b! asking

and answering the question. Who says what in which channel, to

whom and with channel, to whom and with what effect, (Lasswell

1948).

The process starts with the source or sender who is an

individual or corporate entity who has something to say to another

individual or groups of individuals. He is idso called the

communicator, encoder or initiator of the communication process.

He literally holds the steering wheel of the communication process

which is a lot of responsibility. His Iumwledge, backgtound,

pU4

/

interests and expertise determine to a large extent the success or

failure of communication process or its effectiveness.

Idea Sender Message

I ldea I ( Medium ]

Fig: 2.1 : CO~~MUNICATION MODEL

It is based on all these and a lot more that he performs the first

function in the communicatioi~ process which can bc sumr~iarized as

ideation or crystallization of the ideas which he wants to share and

which he now uses to design, package or put the message to be

coilvnunicated in a process known as encoding. Encoding means

using n~utually understood signs and symbols to put the senders

message together in a form that will be understood by the receiver or 1

audience.

The encoded message is then transmitted to the target

audience, receivcr or destination through an appropriate mcdhm or

channel (e.g. face - to - face mass media). The receiver or

destination now takes over the baton in the communication process

and tries to read meaning into or interpret the encoded and

transmitted message. He does this drawing from or depending on

his own knowledge, back ground, interests, motivations, sltills and

similar Sactors. 1-16. does this through a process known as the

decoding process. This is why he is also sometimes described as the

decoder. I

And because the communication process is a two wap

process, the receiver or audience usually sends back his reactions of

responses to the communicated messages through a jx-ocess known

as the feedback, using again the n~utually understood code or

symbol and the appropriate medium or channel available and

accessible to both him and the source or sender of the origii~al

message. If he does not do all these or perform the feedback

process, then comlnunication has not taken place because nothing

has been exchanged or shared. What happened between the sender I

and receiver in the "feedback - less" situation, therehre, becomes

mere information transmission from the source to the receiver,

which does not amount to communicated messages hi~d o n h i ~ n . The

feedback can be immediate or delayed, positive or ncgritive. But all ,$

b .

\

types of feedback are useful and necessary in every communication

situation (Nwosu, 200 1, P. 24).

There are interruptions, barriers or obstacles to effective

communication. Theses obstacles create problems in the

communication process which we must find solutions to. There are

many of such barriers and many of thyin differ from one

- communication situati,on to the other and from one society to the

other. Nwosu (1990, P. 87 - 95) identified and snn/yscd these

problems in the Nigeria and developing nations context and in 4

relation to the communicator or source, message, audience or

receiver and the channel components or elements in the

* coininunication process, Merill and Lowenstein (1979, P. 12 and 13) - I

identified the following barriers and said there are many more: I

- Divergent background of thc participalits in thc

communication process.

- Difference in interest in the message, I

- Difference in intelligence Quotient (1 Q),

- Differences in languagc lcvels and usagcs,

- Lack of mutual respect among participants,

- Differences in such factors as age, sex, race and class,

- Mental and Physical stress at time of communication, I - Environment conditions at time of communication, ''

;4

Little or no chance for feedback or interaction,

Lilllc or no cxpcrimcnlal overlap-few if i i c1)rnmon

experiences,

Lack of skill on part of communicator e.g. (poor writer of 1

speaker),

Lack of skill on part of the receiver or audience e.g. (poor

listener or poor reader)

Lack of information in message (e.g. poor message content). 8

2.4.3 CORPORATE COMMUNTCATTONS

Comrnunicatlon is the process of transmitting message

between individuals. Through the meaning of the message,

intentions, desires, feelings and knowledge are transn~itted froin one

person to another. Communication is described as inlerchn~lged of

thoughts views or opinion. It is a special process which makes

interaction possible, and enables people to the social beings. This

can be done through oral, printed, electronic, verbill or non-verbal

and other signs. To bc cffcctivc, thc scndcrs words or meaning must

mean the same thing to the receiver, to achieve understanding (Achi,

1995: 15).

Corporate communication therefore, is a process involving an

interchange of facts view points and ideas between an organlaation

;r! I

and its publics. Effective con~munication with employees,

customers, shareholders, community, neighbours and other publics /

is considered very essential for a sound relation.

According to (Achi, 1995: 16) sound policies and reasonable

actjons are not enough to gain good will. It is through

communication with' the publics that management can make the

publics understand the deeds and policies of the organizations. It is

also through the understanding of the values, a:ipiraiion:i and

interests of the publics that the top management can expect to gain

mutual understanding and goodwill. Hence, all impediments to

successful sharing of ideas among people, with managewent and

employees, etc. must be overcome tq forestall possible

misunderstanding and elements of rumours that could lead to

misunderstanding and conflicts.

2.4.3.1 INTERNAL OR EMPLOYEE COMMUNICATION

Internal or Employee Communication: - Internal or employee communication is regarded as the kt:y storle of

corporate public relations programmes. Where employees are not

well - informed, often rumours, gossips spread. Thiq; situ;~tion cnn

be avoided by effective employee communication with the

management. The essence of internal comrndnication is to leiithe

management know what employees' feeling? and aspirations and

interest are. In large, organizations information usually pass from

top to lower levels of management.

2,4.3.2 EXTERNAL COMMUNICATION

This refers to 'the management communiciltion IV i tl1 tl i t: other

publics outside the organization, for example custbmers,

government, thc press, comn~unity, ncighbours, shurcliolders,

suppliers and the general publics. Organizatiohs use mass b

communication media to achieve the desired communication needs

with outside publics. Such media used are drinted, and electronic

media. Employees 'are being trained to colnmunicate more

effectively with other publics about the organization's policies and

practices. Hence workers must be thoroughly briefed to

communicate effectively.

Other forms of external communication inclucle. c onferehces,

meetings, advertising, news releases, letters, nntices, annual

meetings, (with customers, distributions and shareholtiers) r;lrlio and

television broadcasts etc.

2.4.3. FORMAL AND INFORMAL COMMUNICATION ,'&

Informal Communication is that between two or more people

in either a social or business situation. It could play a reasonable

role in creating better unders~anding. 1t scrvcd as a ineans o l

correcting misunderstanding of worker or employees at work.

However, such informal communication like "grape vine" based on

rumours that are capable of creating misunderstanding and goodwill,

since they are often distorted facts. For this re;i.son , it may be

undesirable, though it carrys good as well as bad news.

IHowever, informal com~nunication of ~ w l l i I ~fonncd 0

employees with the community is useful in that is can he used to

transmit facts and rumours, since what employees say to neighbours

tends to carry more weight than the organizatio~i maJ1 say in its

formal communications.

Formal communication is often used by management to

conlmunicate information to and receive from executives,

employees, and in external communication with other publics

including the client, customers, government etc.

2.4.3.3 MEDIA OF CORPORATE COMMUNICATION

In corporate communication, the media is determined by the

audience. For example, for employee relations the media include: i

employee publications annual report, employees' manual'," music

(public address system), and 'atmospheres', motion pictures,

exhibitions ( in house), meetings and conferences, bulletin boards,

suggestion boxes, inf'ormation racks, pay inserts, service awards,

inductions programmes, management 1 employee cvmrnunities, and

direct mail.

The media for comn~unity relations include: prwi., public

relations. Open house and factory visits and tours, public speeches 1

by company executives, opinion leaders meetings, annual reports

and involvenlent of company's employees in civil activities.

While media for supplier relations include: visiting

representatives, open house between company and supplier company

correspondence, publicity and special events i.e. best supplier award

(Kayode, 1994).

2.5 EMPLOYEE RELATIONS PRACTICES 1N

ANAMMCO LTD. EMENE, ENUGU.

As part of the jarper puhlic relations f i ~ n c l i m ~ . tlx- !'0:119 of'

enlployee relations arc to identiiji, establish and maintain ~r~utually

benelicial relationships between the organization and the employees

on whom its success or failure depends.

It is aimed at creating mutual understanding and support

between management and employees, communication betbeen

management and employee can be difficult and complicated due to

the heterogeneous nature of the employees. % ehployees are

varied and many groups exists due to differences in attitudes,

beliefs, perceptions and expectations.

In the case of Anammco Ltd., the following strqtegies 1 *

I practices are adopted for an effective employee relations:

(a) Training - and Manpower Develo~inent

The MB - Anammco training center, which was -

cominissioned in 1982, has lived up to its billing in producing 4

high caliber middle level technical manpower for the

company, and the nation in general. The MB-Andmmco

Training center was conceived with the objective of providing

training facilities not only for apprentices but also for oa-the-

job training for improvement in technical skills, work habits

and leadership qualities of factory yorkers. Because of

inadequacies in formal education, when rnedsured agaiqst the

background of the diverse needs of industries, training cannot

but be accorded high priority In the scheme of things in MB -

Anammco.

(b) STAFF WELFARE

MB-Anammco continues to live up to its responsibility in all

ramifications It takes care of its over 800 employe& by

' A 6'

3 .

I I

\ '

offering them highly subsidized foods at its rnodern canteen,

providing free medical services to its employees and offering

them recreational facilities: it has a football club and cultural

groups. In addition , it occasionally donateu to charity and

identifies with the government in socio-cultural endeavors and

community development effort.

The contributions of MJ3 - Anammco to the economic

developments of Nigeria cannot be over- emphasized. The

company has continues to maintain a high level of resilience #

in its attempt to survive the harsh economic climate and live

up to the confidence responsed in it as an extension of the

most historical, traditional, and successfid automotive

company in their world. 1

With this effort and economic status of the company , the

workers (employees) are therefore , confident a hd convinced

that their jobs are strongly and better secui-ed even i11 the

midst of harsh econoinic climate .And nothing car1 be as-good

as joyous as job security.

( C) CONSTANT CONTACT WITH EMPLOY~ES

En~ployee relations for industrial harmony can only be

achieved through continuous process of work and constantly 4

keeping in touch with the employees, which is geared

towards ensuring a strike free environment.

(d) EFFECTIVE ADMINISTRATION I

This is achieved via letting the employees know what need to

1 b be done . The necessity for the commitments, is that such

) relations allows. en~ployees conti-ibutc effectively. Such

cffcctivc contributions, emanates Srom the scnsc or +. -

recognition and belonging accorded to these employees.

(e) PAY SLIP INSERT.

This is a written statements, which either is an instruction,

explanation or advice given to an empjoyee, which i s pasted

on the employee's, or attached to the employee's pay slip.

This is secretly done to avoid drawing unnecessary noise or

attention. It is strictly between the employee and the I

I management.

(f) PUBLICATIONS

Newsletters, I3ulletins, Pamphlets, journals and posters are

published and circulated to every employee, at least to make

them know what is happening in the organization 1 latest

, development. 1

(g) OTHER MANPOWER DEVELOPMEN'I' 1 ' %

,i C .

-. /

Apart from the original training and manpower developmental

programmes organized internally by the company, they still

~ embark on external training and development (education).

1 This they do via regular attendance of professional training, I

i lectures, workshops, symposia, seminars, conferences,

organized by the following professional bodies: -

Nigeria institute of public relation (NIPR); Nigeria institute of

management (MIM); Center for Management and

Development (CMD); United Nations Internatioi~d Children

Education Fund (UNICEF). 1

(h) INCENTIVES

Staff are well paid and remunerated, promoted as an when

due. Adequately and handsomely rewarded. "We believe in

meritocracy not mediocrity", said the company's librarian.

This means they don't attach sentiment or ate bias in any of

their judgment and disposition.

Other incentives include: provision of "Shuttle - Bus",

which conveys workers to and fro, ti.01n homes to work. place,

and from work place to homes after closing for the day. /

2.6. EMPLOYEE RELATIONS PRACTICE IN NITEL PLC.,

ENUGU

It is believed by some of the staff of NITEL Enugu Zonal

headquarters, who were casually asked of the understanding of what

employee relations is, that "it is aimed at creating mutual

understanding- and support between management and employees,

communication between management and employees can be

difficult and complicated due to the hetero~eneous nature of the

employees". The employees are varied and many groups exists due

to differences in attitudes, beliefs, and expectation and perceptions. @

In the case of NITEL PLC, the following strategies / practices

are adopted for an effective / efficient employee relations:

Going by the responses to the interview held with some of the

senior officers of NI'TEL, to enhance effective employee relations

the practices ;u-e divided :ate two categories namely:

i. Discipline Aspect and

ii. Welfare Aspect.

For Discipline, the interviewer was made to understand that it

is the aspect which stipulates the rules and regulations a

worker/employee should adhere and subscribe greatly to, in order to

"allow a non existence of friction,

conflict between the management and

(i.e. a misunderstanding and

the employees).

And it was also disclosed that there are sanctions/penalties

made available for any employee that infringes on or breaches the

stipulated rules and regulations.

I Enumerated below are some of the disciplines expected of all

i I employees:

1. . . 11.

. . . 111.

iv.

Hour or duties, which is from 8 - l pm and 2 - 5prn (the

in-between, i.e. 1-2 pm is for the break time) must be b

greatly observed.

Observation of punctuality: Every en~ployee is

expected to respect strongly, punctuality.

Staff code of conduct. There are code of values

upwardness and straight forwardness that should be

exhibited by all employees. Some of these moral

values includes: I

No bribery

Leaving of duty post is prohibited

Personnel good relationship and manner of approach to

both NITEL's internal and external publics.

Discouragement of lateness to work.

v. Leaving place of work before normal or official closing

hour.

In the area of welfare, which is the aspect expected of the

management to give and take good care of the employees in order to

bzing out the best from the employees and klso to guarantee and

promote peaceful corexistence and long lasting relationship.

The followings, were given as NITEL's welfare packages and

incentives, which over the years, has guaranteed a good working

condition and an admirable relationship between the management . b

and the employees.

(a) Medical facility: Employees are entitled to free medical

treatment whenever such development kriscs.

(b) Canteen: A very good eating joint or restaurant, which

guarantees subsidized prices fo: any particular good

services or food served, is made availahk fix- ~ 1 - i ~ eating

pleasure of the employees.

(c) Working Environment: Some of the staff gave Kudos to

NITEL for providing them with a better working

conditions and environment.

(d) Labour Management: WorkersIEinployees are duly sent .

on courses for their manpower training and ,'$

development. More skills acquisitioqs and

administrative expertise are the sole aini of this gesture.

(e) Awards: Both merit and long service awards are usually

presented to deserving employees in recognition of

their meritorious and dedicated services. And the good

thing about this award is that it is not dohe based on

sentiments, rather, by meritocracy against mediocrity. .

( f ) Transport for employees "Pleasure ride". Workers are

conveyed to and fio the working placc. @

(g ) Security services: In the event of any occurrence, it is

the security that is always called upon or turned to for

protection. The security officer is therefore, to /

anticipate emergencies and disastets by i'tlaking

adequate contingency plans to deal with situations as

the need arises. This is however aside his prih~ary rule

or responsibility to ensure that company properties

(including assets and revenue) are not unlawfully

removed and where attempt is made, he should be able

to deter or delay actions/activities of the intru'ders.

(h) Safety: The high rate of fire incidents in the company

has been reduced to a minimum. A majority of NITEL

staff are fire and accident ,conscious, and1+ fire

extinguishers in their exchanges and other

installations are no more decorations as they can be

operated by the company's staff. In new structures,

NITEL fire safety Unit is always there for safety

survey and advice for rectification and upgrading of

safety devices.'

There are quarterly lectures, drills and training on the use /

of the available; fire fighting equipment in all exchanges

and other installations, posters are also available to guide

staff on the dos and don'ts in almost every corner of the

company's premises.

(i) Publications (In house Magazines and fobttlal, Ptiblished

annually, and mohthly newspapers). This provides the

employees the opportunity and privileged to know much

about the organization, and what the latest developments

and plans of the organization are.

I

2.7 EMPLOYEE RELATIONS PRACTICE IN UNION BANK

PLC., ENUGU

"I believe in the business ideals of Union Bank of Nigeria PLC.

I believe that the customer is my focus and holds the key to the success ,#

of the bank.

i.4

I wear corporate look, which is an important accompaniment of

service delivery.

I believe that prompt, efficient and courteous service is my

customer's right.

I take pride in my knowledge of Hand-booklissued cirr;ulars and do u

not make guesses in my.dealings. i

I am courteous in my interpersonal relationships.

- I am punctual at work, knowing that punctuality is the soul of

business. I

I am honest, diligent and will always put the interest of the bank

first.

I give service with a smile and would like my customers to leave

with smiles on their faces.

I am committed and dedicated to the job, which sustains my family

,+ and me.

I am part of the banks corporate image and my action both inside

and outside of the bank must reflect the bank's reputation.

Source: "My Business Credo". "The Stallon" the staff Magazine of

Union Bank of Nigeria PLC. 1

The above business credo, is a business philosophy inculcated

into the staff of Union Bank PLC., during induction. This rriakes the .a en~ployees to have a sense of recognition and belonging. With such

gesture by thebanks, the staff takes the job with much dedication to

service as their own job.

Another employee relations practices by Union Bank Plc. Is

Long service Awards for their (Union Bank PLC) stail'. And such

long service awards are always for staff that have served for 25

years upwards. Every year, a number of staff are given awards to

their meritorious service to the bank. It is always a colorful event.

For example, last year, 146 staff received the dnion bank awards.

Another area of employee relations is thc publication ol'house 4

journals and magazines called "The Stallon". This magazines has as

it's content: featurelarticles from top management executives;

Advices for staff; vital information for both internal and cxterhal

customers; the bank's past achievements; colorful pictures of past

events organized by the bank; provision of information about

employees (e.g. birthday ceremony, wedding anniversary;

engagement party, appeal fund drive etc.); enlistment of past Union

Bank directors, Chairman and their achievemept etc.

Organization of sportslgames for employees (e.g. GAT0

Tennis tournament the GM's organized tennis taornatnent; Union

Bank football competition etc.). This is another medium of

employee relations practices by the bank. I '1

Also included in the bank's employee relations practice is the

organization of "Refreshers course". This is a training and

manpower development programme aimed at brining the best skills

in the workers for the general growth and development of the bank.

Itb is always taken from branches of the Union Hahk oflices to

acquaint them of the skills necessary for handling the new "form M"

for export and import transactions.

Other employee relat,ions practices by Union bank 1'1,C.. includes:

- Provision of standard canteen for the workers, with b

modern facilities available.

- Provision of shuttle buses, that convey workers to and

fro the office.

- Provision of loans to workers (e.g. car loan, house loan

etc.)

- Prompt payment of salaries as and when due. 1 - Well-remunerated welfare packages and allowances.

- Promotions as and when due.

- Access to the acquision of shares.

The above practices by Union Bank I'LC., are aimed at

establishing and promotion of good will based or1 m ~ t u a l

understanding, two-way-communication for co-operation and long-

,'+

lasting relationship between the organization and it$ internal publics

(i.e. the staff).

2.8 SUMMARY OF THE REVlEWED LTTERA'FZJRE 1

In this chapter, the researcher looked at the related literature b

to the research topic;

The chapter started with a look at the Einployee relations and

internal organizational communications concept~tal overview. The

researcher went further to give the various definiti~n and views

about employee relations by different authorities, after which the

various objectives of employee relations were given, also discussed

I was how good employee relations can be fostered. I Another area in this chapter that was touched was the I

theoretical framework of why employees clash with employers, and . -' suggestions were afterwards given on the key areas of effective

employee relations plus further tips on employee relations by

resource and renowned communication, managemeht and public

relations consultants.

In this same chapter, the researcher endeavoured to explain

communication, both from his own perspective and from the views

of other notable authorities and resource persons. Types of

communication were given, also with the communication hodel,

b

then the definitions to corporate communication, internal formal and 6.

informal communication, media of corporate communication were

all discussed. 1

Finally, the various employee relations practices in Anammco

Ltd. Emene, Nitel PLC, Enugu, and Union bank PLC, Enugu were

all enumerated and discussed based on the information elicit.ed from

these organizations. 13

Baskin and Offaron (1988): "Public Relations": The Profession and the practice. WMC Brown Publishers.

b

Akinpelu, E. P. (1 997): Handout on Public Relations

- Achi, C. I3. (1996): Public Relations and National Deve opmeht" Concept and Ptactices. Lecttrte f ~anc. i o11t.

Center and Walsh (1 981): Public Relations Practices, case studies, Prentice Hall Inc. New York.

I

Canfield, Betrand (1960): Public Relations: Principle, cases and problems. Rechard D. Irwin. Inc. New York.

Frank Okwu Ugboajah et a1 (1987): Communication Training and

.- practice in Nigeria, Nairobi: ACCE Publications. I

Frank Ugboaja et a1 (1985): "Oramedia in Africa, In Frank Ugboajah (ed) Mass communication, Cultbe and Society, London: k-lanzel.

Kayodc, 0. (1994): I'ublic Relations in Comnwcial and 11011-

coinmercial organization: Public Relations Digest. Vo1. 3.

I ,'

Laswell, H. D. (1 948):. "The structure and function of ,ti.

communication in society" in L. Bryson (ed) 7 ,

The Communication of ideas. New York : : P

Harpers Publishers.

Nwosu I. E. (1990): In Nwosu, 1996: The Mass ~ e d i i of I

Communication: a conceptual typological and functional Overview. Thought C o m m ~ i k a t i o h ~ , - - Enugu.

Nwosu, I. E. (1996): Public Relations Management. &inciples, issues and application, Lagos: Dominican Publishers.

Nwosu, I. E. and Idemili, S. (eds): Public Relations; speech, Mcdia Writing and Copy. ACENA Publishers, 1992, Enugu.

I Nwosu, I. E. (2001): Marketing Communications, Management I and media. (Principles, Practices and Strategies). .. An integrated approach. Dominican Publishers,

Lagos.

Omotosho, A. K. (1997): "Employee Relations" Public Relations Lecture Handout. 8

Unamka, P. c. and Ekwurum, U. J . F. (1 995): Business Administrations, Enugu, Precision Printers.

%.

Wnamka, P. C. (2000): "Public relqtions as an Essetltld Responsibility for an organization Journal of Public Relations Management. Maiden Edition, Vol. 1, No. 1.

Nwosu, I. E. (2000): "Effective Employee Relations and Internal organizational communication as key to

* industrial harmony in ~ i ~ e r i a . Journal of Public elations Management. Maiden Edition, Vol. 1. No. 1.

L

1 Wilcox et at (1989): Public Relations strategies and Tactics. New

York: Hanper and Raw Publishers.

Wilson Des (1987): Traditional system of communication in modern African Development; an analytical view point. African Media review Vol. I . No. 2.

Journal: Profile and Historical Background of Anammco IJtd. Emene, Enugu. October - December 200 1.

\

Diary: Profile and Historical background of Nitel Plc. 2001.

Magazine: Profile and Historical Background of Union Bank PLC. "The Stallion" hiagazine. Vol. 60. J anua j -

I March, 200 1. I

CHAPTER THREE

I 3.0 RESEARCH METHODOLOGY I I

I This chapter will present the researcher's methodology and

I b

processes involved in carrying out the research project. 'The chapter , /

will be divided into subsections as presented below: -.

3.1 RESEARCH METHOD

The type of method to be used in any research uridertalting is

detem~ined substantially by the nature of the research problem and

purpose of the study, the use of descriptive or normative method of

research is regarded by the researcher as logically sourid and

adequate for getting solution to the problems posed by the study.

3.2 METHOD AND SOURCE OF DATA,COLLECTION

The researcher employed the use of multiple, data gathering

technique in order to adequately cover research questions and

hypothesis and to achieve precise and reliable result.

The exploratory survey method which embraces cluestior~s and

interview were used as primary and secondary clatit gatliering

instrument, since according to Busha (1986), researchers cons/@r it

- ., .

I to be the most suitable technique for discerning '%he kind of . .

I I

information needed by users as the source on which most I I researchers commonly rely". The researcher thus, used I

I questionnaire and personal interview for the purposc of' primary data

collection. b

3.3 QUESTIONNAIRE

The researcher made use of questionnaire to elicit iRfimnation A

from field research.

The questionnaires were administered in thrcc (3) cntcyokies

as follows:

1. For respondents (Management and staff) of Anafnmco Ltd.,

Emene, Enugu;

I 2. For respondents (Management and staff ) of Nitel Plc.,

~ k ~ a r a ~ v e n u e , Eugu; and *.

3. For respondents (management and stall\ or Unioh Bank Plc.,

Garden Avenue, Enugu.

It was randomly administered to a statistically determined

sample size of 200 from the entire population of the t11lv:c xlccted

organizations.

I

h I

#

I 3.4 INTERVIEW METHOD

i This method was used to extract responses to cjuestioas that

were not included in the questionnaire, but which are vital to the I I

research. Personal structured and unstructured interviews were

conducted with some consultants in management, commu~~ication u

and public relations. .

3.5 LIBRARIES

Material from the libraries and other research uili~.s, which

include books, journals, weeklies, unpublished projects, and dailies 4

were used as secondary source of data collection.

This was employed essentially to provide a theoretical I

I framework for the study. Both private and public libraries were

used or consulted. I

These in addition to weakness of thc prinwry data gathering '*

I methods, thereby, enhance research reliability.

3.6 POPULATION FOR THE STUDY

The population for this study is made up of 1,148

respondents, which is mostly the staiT of both Anurnmco Ltd.,

Emene, Nitel PLC., Okpara Avenue; and Union Bank /'LC., all i~

Enugu metropolis. The breakdown of each company / organization

goes thus: Anamrnco Ltd., Emene, 800 staff; Nitel PLC.. Okpara I

I. Avenue, 285 staff; while Union Bank PLC., Garden Avenue, is 63 /

staff. It is therefore, from these total populations that the sample 1 size was drawn from. I

3.7 PROCEDURE FOR DATA GATHERING L.

Research questionnaires were given to the people

scientifically selected for this study. They were requested to either L,

tick or circle the option that best suited their choice and also fill the

blank spaces, with whatever they felt were answers.

In order to avoid delay at the same time, ensure high

percentage return of questionnaires, they were distributed by hand

and collected after respondents duly completed them.

3.8 VALIDITY AND RELIABILITY OF DATA

INSTRUMENT

Validity as used here is the degree oeextent to which an

instrument actually measures what it is intended to inedsure.

Therefore, an instrument is tailored to achieve research objectives.

Thus, the instrument used for this research was validated by

ensuring the questions are structured in a manner that enabled the

research obtained information relevant to the Ijurpose and objectives

of the study. In order to maximize reliability of the instrdmeN used

."" for the research, the investigator ensured that questicri~s were not

ambiguously presented to respondents in a ma.nner likely to

communicate different meaning that could generate inaccurate and

inconsistent responses. The researcher also maintained objectivity

by not fielding leading questions. A pilot survey using the

instrument was carrid out to C ~ ~ L I ~ C validity and wliability. I I For the pre-testing, ten (1 0) members each of the A n a m ~ c o -

Ltd., Emene, Nitel PLC., Okpal-a Avenue; agd Union Bank PLC.,

Garden Avenue, all in Enugu metropolis had the ~uestiotaaires b

administered ob them.

This pre-testing was for the following:

(a) To identify at the initial stage, any problem that might

be encountered in thc course of the research.

(b) To let the respondents make their observations and

critisms, and .

(c) Ensure that hrther mistakes are eliminated. I I

I

, 3.9 DETERMINIATION OF SAMPLE SIZE

To determine the sample s i x , the rcsearchcr cor~ducted a pilot

survey, just like the pre-testing, in which twenty (20) of the research ,' questionnaires were administered randomly on the staff of both the

1 '1

'Anammco Ltd., Nitel PLC.; and Union Bank PLC. all in Enugu

metropolis.

Out of the numbed, 17 were correctly filled and returned. $t

was therefore, taken as a positive response. The remaining 3

represented both the ones that were rejected. These were regarded u

as negative responses. The percentage of respohse therehe , is 85 1

and 15 respectively.

To calculate the optimum sample size, the researcher applied

the Fruend and William Model of Sample size determination,

calculated at 95% confidence level of significance and 5% standard

error, the formula is:

Where: N = Sample size P = Percentage of positive response Q = Percentage of negative respollse @= Percenta e of rror $&&%A Z = Normal ty for the desired level of confidence.

Substituting and solving for "N"

h I

With this out come, the researcher decided to approximate thc

sample to 200 for easy administration.

3.10 METHOD OF DATA ANALYSIS

Data collected was coded, grouped into frequencies,

1 computed and arranged into tables for easy references and analysis. I

I I Presentation methods used included simple percentages, t ab l~ ] I - J I pie charts, bar charts and histograms.

- 3.11 TEST OF HYPTHESIS /

The main methods of analyzing data collected in this study

were the simple percentages for testing the questionnaires and Chi-

square for testing the hypothesis.

The formula for percentage is given as:

Where a = numerator (number of respondents to nn item),

b = dcnominator (total respondents in sample)

1 00 = Percentage. . C t

The acceptance criterion is 50%. h e r e the percentag* , * a , ,

/ '

response is 50% and above, then the statement holds tme or .: u

otherwise where it is less than 50%, it holds as uhtrue or otherwise.

Where nij = Observed frequencies - . eij = Expected frequencies

The degree of freedom is determined with the following b I I

I formula:

df = (r-1) (c-1) i ?

Where r = the number of rows

c = the number of columns,

(Please see chapter four (4) for detailed explanation).

3.12 SCOPE OF THE STUDY

In this study we are concentrating mainly on the employee

relations and internal organizational coinmunicntions strategies that

have relevance in our population of study. By this, we int:~d to

Busha, E. F. (1986): "Method and soruce of data collection": In Uzoh, Stanley 1.L.: Unpublished Project report.

u U.N.N., Enugu Campus. Sept., 2001. P

.I Nwosu, E. 1. (2000): "Effective Employee relations and internal

.I organizational communications as key to industrial harmony". Public Relations Management Journal. Maiden, Edition. Vol. 1.No.l. P.1. b

I

Fruend and William: "Model of sample size determination". In Uzoh, Stanley I.L.: An appraisal of Public

- Relations programmes in the enhancement of the growth and development of the revenue base of a Local Government Area. (9bdy of lkotodt~ L.

. .w G. A ) : An unpublished project repoh for the award of P.G.D., in Public relations. Department of marketing, faculty of Business Administration. UNEC. Feb., 20001.

Uzoh, Stanley I. I,. (2000): "An appraisal of Public Relations inputs (instruments/stratcgies) in the awareness creation of HIVIAIDS Pandemic in Nigeria". An unpublished Project Report, for the award of a post-:

I graduate Master of Science fh4.S~) degree in Public

L Relations. Department of Marketing. Faculty of ~usiness Administration University of Nigeria, Enugu - Campus., Sept. 200 1. '1 1

CHAPTER FOUR

4.0 ANALYSIS AND INTERPRETATION OF DATA

To analyses the data collected, this chabtei is divlded into tGo b

sections viz, questionnaire administration and test of' hypothesis.

These section$ are hereby presented in a chronological sequence in

line with the research objectives, questions, and hypothesis. The

study seeks to determine and establish the effe'ctiveness of employee

relation and internal organizational communications; A study of

selected organizatioN

4.1 QUESTIONNAIRE ADMINISTRATION-SEX AND AGE

DISTRIBUTION OF RESPONDENTS

It was viewed that, the age difference of the respondents will

be considered in the distribution of the qucstionnaircs. This was

based on the assumption that there is relationship betweell age and

interest in the level of appreciation. he table below summarizes the 1

distribution of respondents by age and sex.

TABLE 4.1 SEX AND AGE DISTRIBUTION' OF C

RESPONDENTS.

AGE RANGE IN I FEMALE

YEARS I I

I I

3 1 -40 Years 1 25 1 36.76

b

18 - 30 Years

NO

8

4 1 -50 Years

5 1 - 65 Years

In table 4.1, a summary of the distribution of questionnaires

%

1 1.76

65 and above

TO'I'AL

by age consideration was tabulated. The table indicated that 132

20

15

questioimaires were distributed to men, while 68 were administered .

29.42

2.05

- *

68

on women. Further, the analysis pf sex and age distribution revealed

that 68 out of 200 respondents b4%)were female., while the /

remaining 132 (66%) represented the male.

On the whole, the administration of the questionnaires were

used on three (3) categories of respondents:

(i) The staff and management of Anammco Ltd., Emene,

Enugu.

(ii) The staff and management of ~ i t e i PLC., Enugu::

---- 100

(iii) The staff and management of Union Bank PLC.,

Enugu.

The total number of respondents and ques8ionnaires

administered were presented in table 4.2 belo?: *

TABLE 4.2: TOTAL NUMBER OF RESPONIIENTS

RESPONDENTS

Mgt. And Staff

of Anammco

Mgt. And staff of

Nitel PLC.

Mgt. And staff of

Union bank

GROSS TOTAL

NO OF COPIES

ADMINISTERED

PRESONSE I ' NO OF

USEABLE

COPIES I

RATE

%

RETRIEVED I

Table 4.2 shows the total number of respondents of this research

study. Out of a total of 200 subjects, 100 were for the mgt."hnd

-J

-+

'staff of Anammco Ltd., Emene, while 50 were for staff and v g t . Of

Nitel PLC., Enugu, then the remaining 50 were for the staff nd mgt. 6 <

Of Union Bank PLC., Enugu. Further morc, opt, the 200

questionnaires distributed to the three (3) seginents of rtspondcnts,

200 were retrieved and found useable. This means that 100% of the

questionnaires distributed were useable.

To be able to appreciate the influence of effective employee

I relations and internal organizational communication in promoting

industrial peace and harmony, the researcher and other int rest W"

u w J % d k MLP r?dmh'~

parties would know whether the respondents,,, and internal

organizational coinmunications is, and if their orgal~ization engage

in any form of employee relations and internal organizational

communications. The answers to the aforementioned are addressed /

in tables 4.3 - 4.4. br

TABLE 4.3 : UNDERSTANDING OF EMPLOYEE RELATIONS AND INTERNAL - ORGAMSATIONAL COMMUNICATIONS

I

RESPONSE - VARIABLE -

YES

NO

DON'T KNOW

TOTAL

SOURCE: RESPONSE TO ANAMMCO, NITEL, AND UNION BANK . . STAFF AND MGT. QUESTION NO. 8.

RESPONDENTS C

-

I

PERCENTAGE -

! TOTAL

! ANAMMCO STAFF & MGT

NO

192

-

8

200

NO

94

-

6

100

%

96

-

4

100

'30

94

-

6 100

I

NITEL PLC STAFF & MGT

NO

48

-

2

50

! UNION BANK STAFF & MGT

'30

96

-

4

100

NO

50

-

0

50

yo

100

-

-

100

1 Table 4.3 a b v e shows from management arid staff ~f Apammco

Ltd, Nitel PLC., and Union bank PLC., response that they have full 6

understanding and knowledge,organizational cointn~nichtion. This

can be substantiated by the fact the 94 Anammco respondents,

representing 94%, while 48 Nitel respondents, representing 96%,

then 50 Union Bank-respondents, representing 100% all agree to the .

opinion that they have full knowledge and understanding. of ,

employee relations and internal organizational communications.

In totality, 192 respondents of Anammco, Nitel, '9nd Union b

Bank staff and mgt; representing 96% wcnt fa ; thc vicw,

TABLE 4.4 ENGAGEMENT IN ANY FORM OF EMPLOYEE RELATIONS AND -

INTERNAL ORGANIZATIONAL COMMUNICATIONS PROGRAMME

SOURCE: RESPONSE TO ANAMMCO, NITEL, AND UNION BANKSTAFF AND MGT. . . . QUESTION NO. 9.

RESPONSE VARIABLE

YES

NO

DON'T KNOW

TOTAL

RESPONDENTS -

I

PERCENTAGE -

! TOTAL

I

ANAMMCO STAFF & MGT

NO

180

5

15

200

NO

90

3

7

100

Yo

90

2.5

7.5

100

%

90

3

7

100

1 NITEL PLC STAFF & MGT

NO

42

2

6

50

UNION BANK STAFF & MGT

%

84

4

12

100

N O

48

-

2

50

Yo

. 96

-

4

100

1 Table 4.4, above indicates that the selected organizations for i this study engage in employee relations and iriternal organizational

cominunications programmes. This can be substantiated by the fact

that 90 Anammco respondents, representing, 84%, theh 48 Union

Bank respondents, representing 96% are of thc vicw. tri totality, 180

respondents, of both Anammco, Nitel, and Union Bank, representing

.- 90% out of the 100% all affirmed to the above assertiml, t h ~ t theit

organizations engage in employee relations and internal

organizational communications programmes.

TABLE 4.5

COMMUNICATIONS LEAD TO UNDERSTANDING BETWEEN EMPLOYERS

AND EMPLOYEES c

RESPONSE VARIABLE

I 1 I ! ANAMMco STAFF & MGT I NITEL PLc gi MGT i m r o N BANK STAFF & MGT

. . . SOURCE: RESPONSE TO ANAMMCO, NITEL, AND UNION BANK STAFF AND MGT.

RESPONDENTS -

! TOTAL

YES

NO

DON'T KNOW

TOTAL

QUESTION. NO. 10.

I

PERCENTAGE -

NO

90

-

10

100

Yo

90

-

10

100

NO

48

-

2

50

NO

188

-

12 - ---

200

%

96

-

4

100

Yo

94

-

6

100

I

NO

50

-

- -----

50

%

100

-

-

100

Table 4.5, above shows that effective employee relations and

internal organizational communications lead to a greater

understanding between the employers of labour and the employees.

This can be buttressed by the fact that 90 Anammco respondents,

representing 90%, while 48 Nitel respondents, representing 96%, "

then 50 Union Bank respondents, representing loo%, all agree to the

opinion. In totality, 188 respondents, of Anammco, Nitel, and

Union Bank, representing 94% our of the whole 200 questionnaires

administered / respondents representing 100% all believe that b

effective employee relations and internal organizational

communication lead to a greater understandi& between employers

of labour and employees.

This can be represented in a pie chart.

Fig: 4.1:

A PIE - CHART, REPRESENTING THE BELIEVE THAT

%

EFFECTIVE EMPLOYEE RELATIONS AND INTERNAL

ORGANISATIONAL COMMUNICATIONS PLEAD TO A

GREATER UNDERSTANDING BETWEEN THE

EMPLOYERS OF LABOUR AND EMPLOYEES. 1

RESPONSE

) DON'T KNOW 1

ORGANIZATIONS RECOGNITION OF EFFECTIVE

EMPLOYEE RELATIONS AND INTERNAL ORGANISATIONAL,

COMMUNICATIONS PROGRAMMES AS KEY TO INDUSTRIAL, PEACE

RESPONDENTS I

PERCENTAGE

I A

1 ANAMMCO STAFF & MGT

! TOTAL

SOURCE: RESPONSE TO ANAMMCO, NITEL AND UNION BANK STAFF AND MGT. - *-. "4-

QUESTION. NO. 1 1.

NO

. 75

7

18

100

NO

162 . 10

28

200

%

75

7

18

1 00 I

I

NITEL PLC STAFF & MGT

I I 1

%

81

5

14

100 TOTAL

NO

42

2

6

50 I

! UNION BANK STAFF & MGT

I

Yo

84 . 4

12

100

NO

45

1

4

50

Yo

90

2

8

1 00

Table 4.6, above indicate that organizations recognize and

I acknowledge effective employee relations and internal

organizational communications as key to industrial peace and

harmony. This can be proved by the fact that 75 Anammco

respondents, representing 75%, while 42 Nitel respondents,

representing 84%, then 45 Union Bank respondents, representing

/

90% agree to the above assertion. In totality, 162 of the 200

respondents, representing 81% f the loo%, all agree to the above

assertion.

This can still be represented by a bar chart.

Fig. 4.2: A BAR CHART REPRESENTING THE BELIEVE

THAT ORGANISATIONS 1ECOGNISE AND

ACKNOWLEDGE EFFECTIVE EMPLOYEE 4

RELATIONS AND INTERNAL ORGANISATIONAL

COMMUNICATIONS AS KEY TO INDUSTRIAL

PEACE AND HARMONY.

- EMPLOYEE RELATIONS AND INTERNAL ORGANIZATIONAL

COMMUNICATIONS EFFORTS IN PROMOTING INDUSTRIAL 'PEACE AND

HARMONY

RESPONSE VAFUABLE

SOURCE;. RESPONSE TO ANAMMCO, NITEL, AND UNION BANK STAFF AND MGT. .L. 4-

QUESTION NO. 12.

RESPONDENTS -

! TOTAL

I I

ANAMMCO STAFF & MGT I NITEL PLC STAFF & MGT

YES

NO

DON'T KNOW

TOTAL

I 1

PERCENTAGE -

! UNION BANK STAFF & MGT

NO

90

-4

6 . 100

Yo

90

-4

6

100

NO

48

-

2

50

Yo

96

-

4 - 100

I

N O

50

-

-

50

Yo

100

- -

100

I

NO

188

-

12

200

Yo

94

-2

-4 . 100

- I

Table 4.7, above shows that there has been effective / efficient and I

I Adequate Application of Employee relations and internal

I

1 Organizational Communications in Promoting Industrial Peace and

Harmony. This can be proved by the fact that 90 Anammco

r$spondents, representing 90% while 48 Nitel respondents,

representing 96%, then 50 Union Bank respondents, representing

loo%, all agree to the view. In totality, 188 respondents, of . Anammco, Nitel, and, Union bank, representing 94% out ofthe

whole 200 respondents, representing 100% all are of the believe

that there is an effective / efficient and adequate application of

employee relations and internal organizational communication in

the promotion of industrial peace and harmony.

This can still be represented by a histogram.

YES NO DON'T KNOW

1 Fig. 4.3: A HISTOGRAM RESPRESENTING THE I

EFFECTIVE / EFFICIENT AND ADEQUATE

APPLICATION OF EMPLOYEE/ RELATIONS AND

INTERNAL ORGAN1 SATIONAL

COMMUNICATIONS IN PROMOTING

INDUSTRIAL PEACE AND HARMONY.

--

1 4 , 1 !

TmE 4.8: EXTENT AT WHICH EMPLOYEE RELATIONS AND INTERNAL

ORGANISATIONAL COMMUNICATIONS PRORAMMES HITS YEILDED -

RESULT IN REALISATION OF ITS OBJECTIVES. K

RESPONSE - VARlABLE

VERY

EXTENSIVELY

EXTENSIVELY

FAIRLY

EXTENSIVE

RESPONDENTS

100

1

PERCENTAGE -

I

TOT&.

* SOURCES: * . . RESPONSE TO ANAMMCO, NITEL, AND UNION BANK S T N F AND MGT.

.L. 4-

QUESTION NO. 13.

! A N W C O STAFF d- MGT

NO

188

-

12

2QO-*-.

I I

NO

90

-

10

%

94

-

6 .

100

%

90

-

10 .

50 --

100

NITEL PLC STAFF & MOT

50

NO

48

-

2

100

? I , UNION BANK STAFF & MOT

%

96

-

4

NO

50

-

- .

%

100

- -

Table 4.8, above indicates that Employee relations and internal

organizational communications efforts / programmes have

extensively yielded result in the actualization of its god(s) and

objective(s). This can be substantiated by the fact that 90

Anaminco respondents, representing 90%, while 48 Nitel

respondents, representing 96%, then 50 Union Bank respondents,

representing 100% are all of this view. In totality, 188

respondents, of Anammco, Nitel, and Union Bank out of 200

respondents, representing 94% out of 100% went for the above b

view.

'l'lii: can bcltcr be representing by a bar chal

04%

VERY

1 4 4: A 13AK CI-IART REPRGSENTING THE

EXTENT Al ' WHICH EMPLOYEli REl.A'I'IO:\IS AND

INTERNAL O R G A N I S A T I ~ N A L

COMMUNICATIONS I IAVI? YI~II,D1'1 )IRE"I J1,'I IN

AC'I'UALISING ITS SGOAL(S) AND

OBJECTIVE(S).

Table 4.9, above shows that thc applied cmployee relations and

internal organizational communications efforts 1 programmes have

made a great impact in the lives of the employees and employers of

labour. This can be buttressed by the fact that 88 Ananlmco

rgspondents, representing 88%, while 47 Nitel respondents,

representing 94%, then 50 Union Bank respondents, representing

loo%, agree to this assertion in totality, 185 rdspondents of

Anammco, Nitel, and Union Bank, out ol'the 200 respondents,

representing 92.5% of the loo%, all went for the above view.

T.

I

I

Fig. 4.5: A lJIE CllAR'l' IUI'IIESEN'I IN( 1~1-I 5 [h'lJ',4Crl 0 1 <

EMPLOYEE RELATIONS AND INrI'I XNAI,

ORGANISATIONAr, COMM'IJNICA'l'lONS TN 1'111~

LIVES EMPLOYEES AND EMPLOYERS 01;

LABOUR. I

TABLE 4.10: EXTENT OF THE EMPLOYEE RELATIONS AND

INTERNALORGANIZATIONAL. OMMUMCATIONS IMPACT IN THE

LIVES OF EMPLOYEES AND EMPLOYERS OF LABOUR.

RESPONSE VARIABLE

1 ANAMMCO STAFF &: M G T I

NO 1 I

SOURCE:

Yo

YES

DON'T KNOW

RESPONDENTS

4 4

1 ! ! . I

NITEL PLC STAFF & MGT IMIOX BANK STAFF & MGT TOTAL I

78

RESPONSE TO ANAMMCO, hTEi. AN?> UNlON BANK STAFI; AND MGT.

QUESTION NO. 15

78

Table 4.10, above, indicates that Employee relations and

internal organizational communications progl-arn~-nc:s / etltart:~ have

extensively made a very strong impact in the lives of the

employees and employers of labour. This can be substantiated by

the fact that 78 Ananiinco respondents, representing 78% while 40

Nitel respondents, representing 80%, then 44 Union Bank . - I respondents, representing 88% supported the above assertion. In

totality, 162 respondents of both Anammco, N i tel, and Union bank, e

oul 01' 200 rcspondcnts, representing 8 1% out 01' thc i O(!? l , all

affirmed to the above assertion.

This can better still be represented by a histog~am.

V. Strong Strong Impacl Wcalc 11nj:cac: Impact

Fig. 4.6: A HISTOGRAM REPRESENTING HOW

EXTENSIVELY EMPLOYEE RELATIONS , LND

INTERNAL ORGANISATIONAI, C1 IMMITN CAT ONS

EFFORT S/ PROGRAMMES HAVE MALIB 1 4PAC I' IN ,

THE LIVES OF THE EMPLOYEES AND Eh PLOT ERS

OF LABOUR. i 1

SEC'TION TWO (2): TEST OF HYPOTHESES.

Ho: Effective employee relations and internal organizational

;ommunications in Nigeria's establishments do not lead to a

preater understanding between the emplovers of labour and I I & &employees. 4 w ~ ~ ~ , r i r LJF N~GEW

C'!RRARIb

Hi: I 'ffective employee rclatio~~s and inlcmll ol-ganizalional

i greater understanding betwccn the cniploycrs ol' labour in

Nigeria and the employe&

CHI-SQURE TEST FOR TABLE 4.5 (CONTIGENCY TAB1 .E)

RESPONDENTS REPONSES

STAFF &

MGT.

UNION

RESPONDENTS

1 O(6) ANAMMCO

STAFI &

MGT.

NITEL

r---- 50(47)

YES

90(94)

48(47)

NO

O(0)

O(0)

O(0)

I

1

o(3

SOURCE: TABLE 4.8

Values in the big cells are observed fruquencics. whilc thosc

in brackets are the expected frequencies.

Computed X* = (nij - eij)* . '

Where nij = Observed frequencies

eij = Expected frequencies.

1 Oi-Ei I (Oi -Eip I (Oi - Ei) 2 / ~ i

*

The degree of freedom is determined with the following formula:

df = (r - 1) (C-I)

Where r = the number of rows

C = the number of colurni~s

d f= (3 - 1) (3 -. 1)

= 2 x 2 = 4

X' (4) 0.05 = 9.488

With the 4 degree of freedom at 5% level of significance is 9.488 * compared with thc calculated value of 6.381.

Decision Rule: Reject Ho if X' calculated is greater than X'

6.381. Otherwise do not reject Ho. Since X' calculated is lesser

than X' 9.488 (i.e. x2 6.381 against x2 9.488). we therefore accept

(Ho) the null hypotheses and reject (Hi) the alternative hypotheses.

I - I

The conclusion therefore, is that Effective e;nploye~;: relatior~s and

intern: 1 organizational cominunications in Nipxia's estnblisl~mcnts

do no lead to a greater understanding bet\vccn cmployecs and

employers of labour.

HYPOTHESES TWO (2)

, HO: Effective employee relations and internal organizational 1

co~nmunications prograinmcs I stratcgies do not yield grchi

7 I

" rcsult in the pro~notion of industrial peace and harmaily.

HI: Effective employee relations and internal orgapizational

cominunications programmes /strategies yield great result

with its application in the promotion of industrial peace and

harmony, . for goal(s) and objective(s) realization.

CHI-SQUARE TEST FOR TABLE 4.8 (CONTTNGENCY TA 13I,l:)

RESPONDENTS RESPONSIS

TOTAL % ,OF

RESPONDENTS

100

- -. - - -- -- S 0

-- 5 0

200

I ~ L W Y

EXTENSIVE

1 o(6) 1

-. . - 2 (3)

o(3)

12

ANAMMCO

STAFF &

MGT.

NITEI,

STAFF &

MGT.

UNION

BANK

STAFF &

MGT

TOTAL

--- VERY

EXTENSIVELY

90(94)

48(47)

50(47)

188

EXTENSIVELY

o(0)

0 )

o(0)

0

SOURCE: 'I'ABLE4.8

Values in the big cells arc observccl li-cqucncics, while: Lliosc in I

brackets are the expected frequencies.

Computed x2 = (nji - ~ i j ) ~

Where 4 = Observed frequencies u

Eij = Expected frequencies

The degree of freedom is determined with the following formula:

df = ( r - I ) (C-I)

Where r = the number of rows

C = the number of columns I

d f = (3 - 1) (3 - 1)

= 2 x 2 = 4

X' (4) 0.05 = 9.488

L

With the 4 degree of freedom at 5% level of significance is 9.488

compared with the calculated value of 6.381.

Decision Rulc: Rejcct 110 if X' calculnlcd is greater 1hiu1 X' tl;\14 ' . -%i~c4 'z

calculated = 6.381 is lesser than X' 9.488. We therefole, rejcct (Hi) b

the alternative hypotheses and accept (Ho) the null hypotheses. The /

conclt~sion thcl-cfol-c, is that IlSf'cctivc cnil~loycc rclalio~is a i d

internal organizational communications programmes/strategies do

not yield great result with its application in the promotion of I

industrial peace and harmony for goals and objcctitres rkdh t ioh .

HYPOTHESES THREE (3)

Ho: Effective and adequate employcc rclalions and inkrnal

organizational

commui~ications prograinmes/stmlcgies have not made any

remarkable impact in the lives of t h ~ employees and the

employers / management. L

' 1

v

Hi: Effective employee relations and internal organizational

coinmunicatio~ls programmes/strategies have made a

remarkable impact in the lives of the employees and the

employers / management.

CHI-SQUARE TEST FOR TABLE 4.9 (CONTIGENCY TABLE)

RESPONDENTS RESPONSES

-------~Ys --

NO IION "I'

ANAMMCO 88(92.5) o(0) 12(7.5)

STAFF & I I I

& MGT.

UNIONBANK 50(46.25) O(0) O(3.75)

STAFF I I

1

SOURCE: TABLE 4.9

Values in the big cells are observed frequericies, tvhilc those

in brackets are expected frequencies. a '1

Computed x2 = (njj - eij)2 .b

Where nij = Observed frequencies

cij = Expected l'requencies

The degree of freedom is determined with thc following

formu la: /

df = (r-I) (C-I)

Where r = the number of rows

C = the number of columns

Oi

8

0

12

47

0

3

50

(Oi -

~ i ) ~ / ~ i ---

0.2 18 - -

0

2.7

0.012

0

0.15

0.304

b

Ei

92.5

0 .

7.5

46.25

0

3.75

46.25

Oi - Ei

-4.3

0

4.5

0.75

0

0.75

0.75

(Oi - Ei)

--- 20.25 --

0

20.25 1

0.5625

0

0.5625

14.0625

C

x2 (4) 0.05 = 9.488

With 4 degree of freedom at 5% level of significance is 9.488

compared with the calculated value of 7.134.

Decision Rule: Reject Ho if x2 calculated is greater than x2 9.488. Otherwise do not reject Ho. Since X' calculated = 7.134 is

1 lesser than x2 9.488: We therefore, accept (Ho) the null hypotheses I

I and reject (Hi) the alternative hypotheses. The conclusion therefore, '* I is that Effective and adequate employee relations and internal

organizational comn~unications programmedstrategies have no b

made a remarkable impact in the lives of the employees and the

en~ployers / management.

Uzoh, Stanley I. L. (2001): "An appraisal of Public Relations

inputs .(instruments / strategies) in the awareness

creation of HIV/AIDs pandemic in Nigeria". An

unpublished pro-ject report, submitted in partial

Iullillment lor the award 01' a @st graduate B

master of science (M.Sc.) degree in pl~blic

Relations, Department of Mark~Aing, F n d t y of

Business Administration, U.N.N., Enugu -

Campus. I

/

CHAPTER FIVE

5.0 SUMMARY OF FINDINGS, CONCLI[JSTONS AND

RECOMMENDATIONS

5.1 SUMMARY OF FINDINGS

The various data gathcrcd Iias hccn pscscnlcd and unaillycd in

chapter four (4). This chapter therefore, will discuss issues a

generated from the analysis and make conclusions and

recommendations accordingly. I

The researcher, in the course of this study Sound out the following:

i. Both staff and management of Anamrnco Ltd,

Nitel PLC., and Union Hank PI,(?., a11 have fill1

knowledge and understanding of Erhployce

relations and i 11 kmlal org;mizal iond

coinmunications.

ii. Both organizations selected for this study

(Anamrnco Ltd., Nitel PLC, and Union 13c111k

I ' I L . , ) cngagc in cmploycc, relations slid : n t u r h d

organizational communications. ?'I

1

i i i . Organizations rccognizc and acknowledge

en~ployee relations and intcrnal organi~ational

communications as key to industrial peace and

harmony.

iv. Effective employee relations and inlcrnal

organizational communications do not lead to

greater understanding betwccn tllc cniploycc and .t

the employers of labour. #

v. Effective employee relhtions and internal

organizational communications programme3 and

strategies do not yield great result in the

promotion of industrial peace and harmony.

strategies have not made remarkable impact in

the lives of the employees and the employers /

5.2 CONCLUSIONS

From the analysis of thc data and lindings the researcher

would like to concludd as follows:

1. No11 recognition and acknowledgement of ernployec rclzitians

- and internal organizational communications programmes and I

strategies may lead to industrial unrest and unwanted crises. #

2 . Even when recognized and acl<nowledged, when the right

quality employee relations programmes / strategies are not I

adequately used and at the right time, industrial unrest and I I

I unwanted crises becomes inevitable.

Based on the data analysed, findings made, abcl the

conclusions, the researcher would lilic lo 111:1lic h c lidlowit~g

recomn~endations: 1

i. Organizations must recognize and acknowlcdgc

en~ployee relations and internal organizational

communications as key to industrial peace .land

harmony.

. . 11. Apart from recognizing and acltnowledging the

en~ployee relations and internal organizational

co~nmunications as key to industrial peace and

harmony, the most appropriate and right quality

programmes/ strategies must be sufficiently

usedlapplied and at the right time, if the desird result is I

to be achieved.

... I 11. For C I I I P ~ O ~ C C relilt ions and inlcrnal organizalional

b coinlnunications programmes/strategies applied to

bring about greater understanding between employers

of labour and employees; yield a great result; and nlaltc

a remarkable impact in the lives of the employees and

employers, there must be a continuous usage of the

precise and most relcvnnt cmploycc rClrl( ioiw

prograi.nmes/strategies, determined, tested and proven 1

via effective and adequatc rcscarch c l'li)sl.

5.4 AREAS FOR FURTHER RESEARCH

1. How Nigerian firms can inculcate Public Relations culture /

Consciousness into their Employees.

2. Public Relations as an essenhl rcspor~sibility lor an

organization.

3. The impact of Manpower Training and Development on

employee Performance.

4. The impact of Personnel Practices and Policies on Nigerian

workers.

BIBLIOGRAPHY

/ Arifalo, P. J. 0.: "Effective Employee Rclations: A vital Public

Relations function:" Lecture series. Publication of Lagos State Chapter of the Nigerian lnstitutc of Public Relations, Lagos, 1998.

Akinpelu, E. P. (1997): Public Relations. Lecture Handout. '4

Achi, C. B (1996): Public Relations and National Development: Concept and Practices. Lecture Hand out. b

I

I Baskin and Offaron (1988): "Public Relations": The profession

and the practices. WMC Brown Publishers. I

Busha, E. f. (1986): "Method and source of data collecti~n": In Uzoh, Stanley I.L. An Unpublished I'rqiect Report. IJ. N. N. Enugu - Campus. Scpt. 200 1.

+ Center and Walsh (1981): Public Relations Practices, case Studies, Prentice Hall Inc. New York.

Canfield, Betrand (1 960): Public Relations: principles, Cases and Problems. Richard D. Irwin. lnc. Ncw York.

Frank Okwu Ugboaja et a1 (1987): Communication ?'raining and Practice in Nigeria, Nairobi" ACCE Publications.

Frank Ugboaja et a1 (1985) "Oramedia in Africa, in Frank Ugboaja (ed) Mass Communication, Cultures and Society. London: Hanzel. L

' 1

'r 1 Kayoed, 0. (1 994): Public Relations in Commercial and non --

Commercial organization: Public Relations Digest. Vol. 3. 1

Laswell, H. D. (1948): "The structure and function of communication in the society" In L. Bryson (bd) The C~~imu~i ic i l l io~i ol'ldcils. NCW Y O I ~ ; 1 lilrpcrs publishers.

Nwosu, I. E. (1 990) in Nwosu, 1996: The mass copmunication: a conceptual Typological and functiohaj overview. . Thoughts communications, Enugu.

Nwosu, I. E. (1 996): Public Relations Management. Principles, issues and applications, Lagos: Dominican Publishers. 4

Nwosu, I. E. and Idemili, S. (eds): Public Relations; Speech, , Media Writing and Copy. ACENA Publishers, 1992, , Enugu.

Nwosu, I. E. (2000): "Effective employee Relations and internal organizational communication as key to industrial .. harmony in Nigeria. Journal of Public Relations Management. Maiden Edition Vol. 1. No. 1.

Omotosho, A.K. (1997): "Employee Relations". Public Relations . I ,ecturc . Handout.

Truend and William: " Model of sample size determination". 1h Uzoh, Stanley I. L.: An appraisal of Public Relations Programmes in the enhancement of the growth and development of the revenue base of a local . Government Area. (study of Iltorcdu, 1,. G. A,, . Lagos). An Unpublished Pro-ject Report, for awq$ of

I

P. G. D. in Public Relations. U. N. N., Lnugu Campus. Feb. 2000.

Unamka, P. C. and Ewurum, U. J. F. (1 995): Business Administration, Enugu. Precision Printers.

Unamka, P. C. (2000): "Public Relations as an essential '

responsibility for an organization."./o&nal ol 'hbl ic relations Management. Maiden Edition. Vol. 1. No. 1.

Wilcox et a1 (1 989): Public Relations strategies and Tactics. New York: Hauper and Raw Publishers. q

Wilson Des (1987): Traditional System of Commufiication in Modern African Development; An analytical view b

Point. African Mcdia rcvicw. of. 1. No. 2.

Uzoh, Stanley I. L. (2001): "An appraisal of Public R.elations inputs (instrument / strategies) in the awareness creation of HIVIAIDS Pandmic in Nigeria. An Unpublished Project Report, submitted in partial fulfillment for an award of a master of science (M.Sc) Degree in Public Relations, Departincnt of Marketing, Faculty of Business Administration, University of Nigeria, Enugu - Campus Sept. 2001.

Jouri~al: Profilc / Tlistorical background o f Anamivco I ,kt: I : ~ I I I C I I ~ , Enugu. October - December, 2001

Diary: Profile 1 Historical background of Nitel PLC .2001. 1

Journal 1 Magazine: Profile 1 Historical background of Union I3anL PLC. "The Stallion" Magazine. Vol. 60. January - March, 200 1. I ! I

DEPARTMENT OF MARKETING FACULTY Otr BUSINESS

ADMINISTRATION UNIVERSITY OF NIGERIA, ENUGU -

CAMPUS.

APPENDIX 1

INTERVIEW - SCHEDULE

[NTERVIE WER 1 INTERVIEWEE

QUESTIONS / llESPONSES

Your name Sir? ' ~ I -

What is your Educational qualification 1 I

Are you a Management, or Public

Relations, or Communication I Practitioner?

I --

For how l o ~ g liavc you scrvccl in your

Profession? I What is your Position in your I

of the concept: "Employee relations

organization?

Do you have an indept understanding

and internal organizational I

1 --

communication? I I ' 1

If yes, does your organization cngagc

in any form of employee relations and

internal organizational

communications programmes or

strategies in the promotion of

industrial peace'and harmony, which in

turn bring about the growth and

development of an organization?

Do effective employee relations and

internal organizational

con~munications lead to a greater

understanding between the employers

of' labour in Nigeria and the

employees?

Do organizations recognize and

acltnowledge effective employee

relations and i~lternal organizational

coinmunications efforts / Programnm

as key to industrial Peace and

harmony, hence helping to realize their

set goal(s) and objectives(s).

How effectively / efficiently and

idequately, have such enlployee

-elations and internal organizational

;oininunications Progran~mes / efforts

been applied in promoting and

maintaining industrial 1 organizational

peace and harmony for set goals /

objectives realization?

To what extent has the applied

employee relations and internal

organizational coinmunications

programmes 1 efforts yielded or is

yielding result in respect to its main

objectives?

Have these employee relations and

internal organizational

communications efforts / programmes,

in any way, made impact in the lives of

the employees, and possibly, the

management?

APPENDIX I1

DEPARTMENT OF M A R K E ~ I I ~ G ,

FACULTY OF l31 JSJNESS

ADMINISTRATION

UNIVERSITY OF NIGERIA,

ENUGU - CAMPUS,

, ENUGU.

JUNE 17,2002.

Please find enclosed - a questionnaire for your corhpletion

and return to the addressed. /

'l'he questionnaire is in connection with t l~e Award of a Post .- r

graduate, master of Business - Administration (MBA) degrce by the \y rmw 0 ' e-3-,

Department o f ~ e r k ~ & ~ a c u l t y of Business Administration,

University of Nigeria, Enugu Campus. Any inl'ot-111atioti supplicd

here, will be treated with the utmost confidentiality. Please feel free

to select any question of your choice ahd complete the box provided

by ticking ( ) accordingly.

I i I Thanks.

PROJECT QUESTIONNARIE FOR THE STAFF AND

MANAGEMENT OF ANAMMCO LTD, NITEL PLC, AND I

UNION BANK PLC, ENUGU

TOPIC: EFFECTIVE EMPLOYEE RELATIONS AND

INTERNAT, OR'CIANISATIONAL COMM UNICA'L'ION S

Sex: (a) Malc [ ] (b) Female C Age: (a) 1 8 - 30 years [ ] (b) 3 1 - 40 years [

O 41 - 50 years [ 1 (d) 5 1 - 65 years [

(e) 65-andabove [ 1. Marital status (a) Married [ ] (b) Bingle [

O Divorced [ ] (d) Widowed [

Educational qualification: (a) Primary [

(b) Post Priinary [ ] (c) Post secondary [

(d) Professional qualification [ 1 (e) Academic qualification [ 1

State whether you are a management or Public relations or

Communications

Practioner?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

6. For how long have you served irl you I~roi'ession'?

........................................................... 7. What is your Position in your organization?

8. Do you have an indebt understanding of the concept: "employee I I 1- relations and internal organization communications? i

I (a) Yes[ ] ( b ) N o [ ] (c) Do11'tknowt

9. If yes, does your organization engage in any form of' employee 0

relations and internal organizational communications I

programmes or strategies in the promotion of in t lus~r i ;~ l pc;~c.c

and harmony, which in turn bring about the growth and

development of an organization?

(a) Yes [ ] (b) No [ ] (c) Don't know [ 1 * 10. Do effective employee relations and internal organizational

communications lead to a greater understanding between the

employers of labour in Nigeria and the employee?

(a) Yes [ 1 (b) No [ 1 (c) Don't know [ ]

11. Do organizations recognize and acknowledge effective employee

relations and internal organizational co~nmpnicalio~.is efbrls /

programmes as key to industrial peace and harmony, hence I'?

helping to realize their set goal(s) and objective(s).

-h '- 'I!

( W e s [ 1 (b) No [ ] (c) Don't know [ ]

12. How effectively / efficiently and adequately, have such

employee relations and internal organizational communications

programmes / efforts been applied in promoting and maintaining

industrial / organizational Peace and harmony for set gdaks) 1

Objective(s) realization?

(a) Very effectively I ] (b) Effectively [ ]

0 Fairly effective [ ] (d) Not effective [ ]

13. To what extent has the applied employee ralationv and internal * organizational communications programmes 1 efforts yielded or

is yielding result in respect to its main ob.jectives? .

(a) Very extensively [ ] (b) Extensively [ 1 0 Fairly extensively [ ] (d) Not extensive [ ]

14. Have these employee relations and internal organizational

coinmunications efforts / programmes, in any way made any

SSSimpact in the lives of the employees, and possibly, the

management?

( 4 Yes [ ] (b) No[ ] (c)Don'tknow[ 1 1 15. If yes, to what extent?

(a> Very strong impact C I (b) Strong impact [ ]

0 Weak impact [ 1