LOCKOUT ACTION AND WORKFORCE PRODUCTIVITY IN MANUFACTURING COMPANIES IN RIVERS STATE

Abstract

Labour management relation is a strong indicator/yardstick of the industrial relations systems, whereby in itself is a subsystem of the national system. It is therefore important to stress that any lightest differences or grievance between labour and management will not only jeopardize the industrial relations systems but the whole system at large. The promotion of an enduring relationship between labour and management is therefore essential for harmonious industrial environment Solaja,(2015).

There has been knowledge and communication explosion in the past decades which has resulted in nations of the world being a global village. However, instead of each organization or nation enriching the other with their civilization to achieve effective cooperation and mutual welfare, there is mistrust, dislike, and bitter antagonism, Chnder, (1993) cited in Osisioma(2005) among members of the organization. The problem with the organization is that the mistrust, dislike, and antagonism have given rise to conflicts here and there. Nations, communities, organizations and even family units are not spared from the overhanging Sword of Domiciles.

For organizations, when disputes are allowed faster, unchecked severe consequences arise as in the case of strike, lockout, layoff, shutdown, slowdown, go-slow, plant removal, fighting, and so on while the employee and organizational productivity suffers. At the peak of this, energies are being diverted to managing and resolving conflicts instead of focusing and improving employee productive efforts. Even such low levels of conflicts as “dislike” and “difficult in getting along with” seldom lead to decrease in productivity at all levels. Disputes also lead to low morale, heightened dissatisfaction, less commitment and increased turnover among employees. On the long run, the organization faces entropy as consequence of rebellion among staff.