EMPLOYEE RELATIONS PRACTICE OF AERO CONTRACTORS, PORT HARCOURT
EMPLOYEE RELATIONS PRACTICE OF AERO CONTRACTORS,
PORT HARCOURT
ABSTRACT
This work examined employee relations
practice of Aero Contractors, Port Harcourt. The theory adopted was Abraham
Maslow’s hierarchy of needs. A total of 40 copies of questionnaire were
distributed and retrieved. From the data gathered, it was found out that Aero
Contractors Port Harcourt does not have a functional employee relations unit,
but has a human resource department that takes care of the welfare of the
employees. The recommendation made is to improve the employee relations
strategies, based on increasing salaries, wages, incentives and conditions of
service that will make them give their best in their job.
TABLE OF CONTENTS PAGES
Title
Page - - - - - - - - - - i
Certification - - - - - - - - - ii
Dedication - - - - - - - - - iii
Acknowledgements - - - - - - - - iv
Abstract - - - - - - - - - - v
Table
of Contents - - - - - - - - vi
CHAPTER ONE
INTRODUCTION
1.1 Background of the study - - - - - - 1
1.2
Statement
of the problem - - - - - - 7
1.3
Objectives
of the study - - - - - - 8
1.4
Research
questions - - - - - - 9
1.5
Significance
of the study - - - - - - 9
1.6
Scope
of the study - - - - - - 11
1.7
Limitations
of the study - - - - - - 11
1.8
Conceptual
definition of key terms - - - - 12
CHAPTER TWO
LITERATURE
REVIEW
2.0 Introduction - - - - - - - - 13
2.1 Theoretical framework - - - - - - 13
2.1.1 Maslow’s hierarchy of needs - - - - - 13
2.2 Conceptual Review - - - - - - - - 20
2.2.1
Motivational technique - - - -
- - 20
2.2.2
Factors that motivate employees to perform in an organization - - - - - - - - 22
2.2.3
Leadership style - - - - - - - 22
2.2.4
Management by objective (MBO) - - - - 24
2.2.5 Job Enrichment- - - - - - - - 26
2.2.6
Job Enlargement - - - - - - - 26
2.2.7
Positive re-enforcement - - - - - - - 28
2.2.8
Money - - - - - - - - - 28
2.2.9
Participation - - - - - - - - 30
2.2.10
Welfare schemes - - - - - - - 31
2.3 Empirical Review - - - - - - - 31
CHAPTER THREE
RESEARCH METHODOLOGY
3.0
Introduction - - - - - - - - 32
3.1
Research
design - - - - - - - 32
3.2
Research
Population - - - - - - 32
3.3
Sampling/sampling
procedure - - - - - 33
3.4
Reliability
and validity of the instrument - - - 34
3.5
Method
of data collection - - - - - - 34
3.6
Method
of data analysis - - - - - - 34
CHAPTER FOUR
DATA
PRESENTATION AND ANALYSIS
4.0
Introduction - - - - - - - - 35
4.1
Data
Presentation - - - - - - - 35
4.2 Discussion of Findings - - - - - -
43
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.0
Introduction - - - - - - - - 46
5.1
Summary - - - - - - - - - 46
5.2
Conclusion - - - - - - - - 47
5.3
Recommendations - - - - - - - 48
References - - - - - - - - - 49
Appendix
I - - - - - - - - - 52
Appendix
II - - - - - - - - - 53
CHAPTER ONE
INTRODUCTION
1.1
Background
of the Study
Maintaining a good
relationships with employees depend on credibility of the employer. An employee
relation is an aspect of public relations practice and public relations
according to Cutlip, Centre and Broom (1994) define public relations as “the
management function that establishes and maintains mutually beneficial
relationship between an organization and the public on whom its success or
failure depends”. The definition clearly underline the fact that public
relations is a two-way process between an organization and it’s identified
publics that is meant to benefit both parties. In other words, mutual
understanding requires by definition a two-way communication between the
employer and employees. Employees are one of the most important audiences that
a company has and a public relations program is necessary to maintain employee
goodwill as well as to uphold the company’s image and reputation amongst its
employees.
As
Florence (1957, pp. 184) puts it, the British Voluntarist’ employment relations
practice was developed based on the social, political and economic philosophy
at the period of industrial revolution in the late 18th and early 19th
centuries in Britain. This philosophy brought about individual freedom of
contracts which included the employment relations practice. Flanders(1974)
says, the force of supply and demand were believed to be enough to determine
wages and working conditions at economically and socially acceptable level
without the state or another institute intervening: the state his therefore
played a very minimal role in the British employment relations system, Yesufu
(1982, pp. 31). There was an existing employer-employee relationship in Nigeria
before the colonial era based on the predominantly agricultural economy,
culture and traditions which were the basis for systems of work and reward,
Ubeku (1993). Yusufu (1982) believed that, “in most cases, the employer was the
family head, while the employees were members of his immediate family and the
extended family”. Blyton and Turnbull (2004) suggest that the current increase
in the use of the term ‘employee relations’ could be because of the
‘disintegration’ of industrial relations system and the urgent need to ‘recast
the field more broadly to include the formal and informal processes of people
management in the workplace’. Debrah and Mmieh (2009, pp. 15) the
disintegration of industrial relations was as a result of among other things
the changes in the recent organizational environment as well as probably a
reaction to the theoretical critique of the discipline. Edward (1995, pp. 39);
Ackers and Wilkinson (2003) the critique pointed out that the term ‘employee
relations is more frequently used in the literature and in most cases used
interchangeably with Human Resource Management (HRM); but the term ‘employment
relations’ is better. Edward (2003, pp. 39).
Aero Contractors Company of Nigeria
Limited known s Aero Contractors was formed in 1959 officially registered in
Nigeria in 1960 and at that time wholly owned by Schreiner airways B.V of the
Netherlands. It became a company with initially 40% Nigerian holding in 1973
and subsequently 60% in 1976, anticipating the requirements of the
indigenization decree. In January 2004, Schreiner airways were bought by
Canadian Helicopter Corporation (C.H.C) who acquired 40% by Aero Contractors
while 60% majority share remained within the Ibru family. The company started
out in early 1960’s as an air charter operator, charters in those days were
varied both in clients and scope. Later on, they diversified into the oil
industry, particularly in Delta area. In the 70’s contract services to Nigerian
Agip Oil Petroleum and Texaco. The helicopters provided offshore and swap
communication whilst the airlines formed the link between Warri, Port Harcourt
and Lagos .against the background of the increasing demand for air
transportation in Nigeria, Aero Contractors became a scheduled airline in
August 2000 and adopted the name ‘Aero’, as they re affectionately called by
their customers. The company’s fleet currently consists of Dash-8 turboprops,
Dauphin N., Dauphin N2/N3 and Sikorsky S76 helicopters. In November 2003, they
added three (3) new aircraft types to their inventory; a Boeing 737-300
commercial jet transport, a Lear jet 45 and the Euro Coper 365 N3 helicopter
(Aero Contractors Handbook, 2010). Aero has two (2) divisions: Aero Nigeria
Fixed Wing – (provides scheduled passenger services in Nigeria and Western
Africa) and Rotary Wing – (provides helicopter services for the oil and gas
industry in Nigeria). Aero still has a technical partnership with Canadian
Helicopter Corporation (C.H.C) regarding its rotary wing division (Aero
Contractors Handbook, 2010).
An employee relation is concerned with
the relationship between an employer and his employee. An employee relation is
a term that is generally used to describe a company’s effort to prevent and
resolve problems arising from situations at work. The goal of employee
relations program is to increase employee satisfaction and maintain good morale
among workers which increases productivity in the long term.
Basically, employee relations program
seek to resolve and prevent conflict associated with individuals in working
environment. The program also encompasses industrial relations which is
concerned with the relationships between organizational management and trade
unions. Some of the primary issues that are discussed in employee relations
program are recruitment or employment process, agreements with trade union,
employee’s well-being etc.
An effective employee relations program
starts with clearly written policies that describe the company’s philosophy,
rules and procedures for addressing employee related matters and resolving
problems in the work place. Most companies have one or more employee relations
representatives who work in the human resource department. The representatives
ensure that the organizational policies are followed fairly and consistently
through proper orientation (Manmohan J. 2013). In addition to their daily
activities, these representatives also follow up with standard management
practices, regulations and community relations. Manmohan J. (2013) explained
the significance of the human resource department in employee relations
programs. In his explanation, he made mention of orientation training, standard
practices and community relations as a function and responsibility of the human
resource management department.
In Aero Contractors, there is a strong
employees relations practice which makes sure that employees are well taking
care of. The employee relations program in Aero Contractors is structured with
clearly written policies that describe the company’s philosophy, rules and
procedures for dressing employee related matters and resolving problems in the
work place. The activities of the employee relations program in Aero
Contractors are done by employee relations representatives who work in the
human resource department of the company. They ensure that the company’s
policies are followed fairly and consistently.
1.2
Statement
of the Problem
There
has been a continuous cry out for a change in the way and manner employees are
been marginalized by indigenous and foreign organization. It is a known fact
that a dissatisfied employee is a threat to the success of any organization. It
affects performance negatively and breeds low level of productivity and leads
to level of organizational growth. This study seeks to find out the employee
relations practice of Aero Contractors, Port Harcourt.
1.3
Objectives
of the Study
i.
To find out if Aero Contractors have
fundamental employee relations unit.
ii. To
know how it carries out its employee relations practice.
iii. To
find out what strategies/channels it uses.
iv. To
identify how it has affected the output/performance of its staff.
1.4
Research
Questions
i.
Does Aero Contractors have a fundamental
employee relations unit?
ii.
How does it carry out its employee
relations practice?
iii.
What strategies/channels does it use?
iv.
How has it affected the
output/performance of its staff?
1.5 Significance of the Study
This study will be of benefit to
both Aero Contractors and other companies which have similar operation. The
knowledge gained will be of great importance to the employee relations practice
in Aero Contractors, related companies and future researchers.
The information gotten from this
study will enable Aero Contractors in particular and other companies in general
to review their employee relations practice in an attempt to improve upon their
system.
The recommendations on the way it
has affected the output/performance of its staff and by this the employees of
Aero Contractors, other companies and researchers will benefit.
This study will assist in the
literature review of subsequent studies in the future, the knowledge gained
will generally improve the idea, ways and manner employees are been related to
in the industrial environment.
1.5
Scope
of the Study
This study is centered on Aero
Contractors Company of Nigeria Limited, Port Harcourt.
1.7 Limitations of the Study
The research on Aero Contractors was
successful and the employees gave the researcher answers to most questions but
not all employees were available because they were either on leave or on a
flight (pilots). The human resource department was strict about giving out
information on employee’s behavior because they couldn’t give out vital
information about their staff.
1.8 Conceptual Definition of Key
Terms
i. Employee:
An employee is anyone who has agreed to be employed under contract of service
to work for some form of payment. These include wages, salary, commission and
piece of rate.
ii. Employer:
An employer can be any person, company, association or body of persons,
employing an employee.
iii. Employee
or employment relations: it
involves the body of work concerned with employer-employee relationships that
contributes to satisfactory productivity, motivation and morale
iv. Human resource management (HRM): this
is a function in organizations designed to maximize employee performance in
service of their employee’s strategic objectives.
REFERENCE
Ackers
P. and Wilkinson A. (2003), Industrial
Relations Traditions-Formation, Breakdown and Salvage’, Oxford Press,
Oxford UK.
Blyton
P. and Turnbull P. (1998, 2004), ‘The
Dynamics of Employee Relations’, Basingstroke: Macmillan.
Cutlip,
Centre and Broom ((1994)) Classical Book,
Effective Public Relations.
Debrah
Y.A and Mmieh F. (2009), ‘Employment relations in small – and medium – sized
enterprise: insights from Ghana’, The
International Journal of Human Resource Management, 20(7): 1554-1575.
Edwards,
P. K. (1995) Form Industrial Relations to
the Employment Relationship: The Development of Research Britain; Relations
Industrielles, 50 (1): 39-65.
Edwards,
P. (2003) Employment Relationship and the
Field of Industrial Relations, in Edwards P. (2003) Industrial Relations: Theory and Practice, (2nd ed.)
Oxford, Blackwell 39-65.
Flanders
A. (1974) Management and Unions: The
Theory and Reform of Industrial Relations, London: Faber.
Florence
(1957) Limits of Laissez-faire in
Tomlison J. (1994) in Government and the Enterprise since 1900, Oxford
University Press.
Ubeku
A. K. (1973) Personnel Management in
Nigeria, Macmillan.
Yesufu,
T. M. (1967) The Dynamics of Industrial
Relations: The Nigerian Experience, University Press Limited, Ibadan.
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