RELATIONS & PERSONNEL MANAGEMENT
ARE EXPECTED TO USE THIS PROJECT AS A GUIDE; HOWEVER,
IF YOU WISH TO USE IT WHOLLY, YOU WILL BE RESPONSIBLE
FOR ANY ADJUSTMENT YOUR SUPERVISOR MAY REQUIRE
WILL BE SENT TO YOUR E-MAIL AFTER PAYMENT SAME DAY
TOPIC : LABOUR-MANAGEMENT RELATIONS IN
THE BANKING INDUSTRY A CASE STUDY OF GUARANTY TRUST
OF THE STUDY
One consistent topic in the debate surrounding reform
of corporate governance in recent years has been how
to include “voices outside the company”
in corporate decision-making and monitoring mechanisms.
A series of recent revisions to the commercial law has
legally enhanced the roles of external auditors and
directors, and companies have been quickly adjusting
in response. External auditors and directors, however,
are selected at meetings of general shareholders, and
the “voices outside the company” are essentially
the voices of shareholders and investors.
Ensuring transparency in corporate management for those
outside the company and safeguarding against tyrannical
managers are certainly important. If the disclosure
of information to shareholders and monitoring by shareholders
are important, then disclosing information to employees,
those most directly affected by management decisions,
and ensuring that their “voices” are reflected
in corporate management seem even more important. Are
the “voices within the company” adequately
reflected in corporate management? Are the voices of
employees, whose professional lives depend on decisions
made by management, being ignored? These are crucial
questions, and their relevance is becoming more acute
to employees who are facing a wave of severe corporate
restructuring and reorganization.
Managers need a new mix of competencies to properly
shape their board and develop their subordinates to
meet 21st-century challenges. Shifting cultures, rapidly
changing technology and other factors will require new
patterns of management. The 21st-century managers will
need greater awareness of diverse factors and new sets
of competencies - characteristics that lead to success
on the job - to help them make relevant, correct and
timely decisions in the leadership of change and leadership
An important factor in the management process is the
relationship that the management has with individual
employees. Previous researches have shown that successful
interaction between managers and their employees are
central to the overall functioning of a company (Graen
and Uhl-Bien, 1995). High-quality management-labour
relationships have been found to have impact on employee
performance, organizational commitment, delegation,
empowerment, and job satisfaction (Gerstner and Day
1997, Graen and Uhl Bien, 1995). The basic propoition
of this study is that good management-labour relationship
is vital to ensure the effective functional of any company.
The interest in the influence of labour-management relations
on organizational performance in general and employees’
performance in particular represents an alternative
to the traditional focus on the management as the center
of attention and power. The qualities of managers are
obviously important, especially in teamwork. In particular,
managers need the skills to engage employees in productive
and satisfying mutual pursuits. However, this is a departure
from the usual way of seeing managers qualities as possessions,
rather than interpersonal links to others involved in
Because not all managements wish to be participative,
understanding and overcoming such reluctance to involve
employees becomes important. Not least as a source of
resistance is the problem of shared responsibility and
who will be accountable. It is on this background that
this research work aims to assess the extent to which
labour-management relationship impacts on the morale
and productivity of the employees.
AND OBJECTIVES OF STUDY
The main aim of this study is to evaluate the labour-management
relations in Guaranty Trust Bank.
The objectives of the study are stated as follows:
1. To highlight and justify the efficacy of cordial
labour-management relations in the banking industry
2. To evaluate the importance of labour-management in
3. To investigate the effect of labour-management relations
on the performance of the staff of Guaranty Trust Bank.
4. To determine whether participative labour-management
relations inspires the staff of Guaranty Trust Bank?
5. To identify the problems associated with labour-management
relationship in the business environment.
The study would examine the following questions:
1. Do managers actually communicate with their employees?
2. What role does labour-management relations plays
in organisational building?
3. To what extent does labour-management relations influence
4. Do employees get inspired by the managerial pattern
in the organisation?
5. What are the problems that are associated with labour-management
relationship in the business environment?
6. What managerial style could be adopted to improve
Based on the theory of economics of information and
co-operation explained above, the hypothesis to be tested
in the course of this study is stated thus:
H0: That participative management style or pattern does
not impact on workers’ motivation in an organisation.
H1: That participative management style or pattern impacts
on workers’ motivation in an organisation.
REVIEW OF RELEVANT LITERATURE
The cultural congruence proposition asserts that cultural
forces affect the kind of leader behaviour that is accepted,
enacted and effective within a collectivity. This proposition
is supported by empirical evidence. House et al. (1997)
conclude, from a review of empirical studies in cross-cultural
leadership, that cultural differences account for a
significant amount of variance in preferred managers’
behaviour as well as in actual managers’ behaviour.
Bolden and Kirk (2006) noted that despite the increasing
popularity of leadership and the claim that enhanced
leadership is paramount in achieving improved investment,
productivity, service quality and delivery, investments
in most organisations have not been encouraging. He
argued that this has been as a result of the wrong notion
that leadership is all about the leader.
Bolden and Kirk (2006) opined that managers could improve
their practice and the quality of their relations with
the employees by looking beyond inputs and outputs to
interactions, traits and behaviours to ethics and values,
the individual to the collective, and performance to
Fowler, et al. (2002) conducted an exploratory study
of non-government development organizations in Kenya
in the bid to finding the factors that could give rise
to successful leadership of these organizations. It
was found that the leaders must be more visionary in
order to not only articulate powerfully to the outside
world a sense of purpose and mission, but also to clarify
to those that work with them the goals to which they
should all strive. Motivation and training were also
noted as requisites for the proper function of staffs
The desperate nature of Nigerian entrepreneurs have
over the years reflected on their emphasis on high profitability
without due consideration of the well-being and motivation
of the employees. This is readily noticed in the Nigerian
banking sector where the employees’ private lives
are compromised in the course of trying to meet the
high demands and targets of the management. Young university
graduates who are ignorant of what is happening in the
sector often fall in this trap and the economy is not
helping matters in any way. It’s high time this
problem is visited and a lasting solution provided for
The linkages between corporate governance and labour
management may be analysed in several directions. Or
the interaction of corporate governance and labour management
may influence firm strategy and performance, or be complementary
to other institutions such as welfare state arrangements
(Jackson and Vitols 2001).
The linkages between various dimensions of corporate
governance and labour management have been conceived
in different ways in economic theory. First, transaction
cost models suggests that commitment by investors to
specific firms supports stable long-term employment,
investment in worker training, and co-operative industrial
relations (Hall and Soskice 2001). These institutional
complementarities support dynamic efficiency in lower-volume,
higher-quality product markets requiring high skills.
Second, agency theory argues that employee rights increase
the agency costs to diffuse shareholders (Jensen and
Meckling 1979) and reinforce the advantages of direct
control coming from relational finance, which are needed
to counter-balance the strength of labour. Roe (1999)
argues that, in countries like Germany, ‘diffuse
owners may be unable to create a block-holding balance
of power that stockholders would prefer as a counterweight
to the employee block.’
Third, the economics of information and co-operation
stress potential positive-sum aspects. For example,
information and disclosure may enhance the prospect
of voice for both investors and employees, thereby increasing
the accountability of management (Hirschman 1972). This
study would be based on the theory of economics of information
Primary data shall be used in the course of this research
work. It shall be sourced via the survey method i.e
the questionnaire designed by the researcher and distributed
to the staff of Guaranty Trust Bank in some of its branches
in Lagos. The researcher would then collect the filled
questionnaire from the respondents in order to analyse
the data collected with the appropriate statistical
The data, which will be collected from the questionnaire,
will be analysed using the simple percentage method.
The hypothesis testing shall be conducted using the
chi-square test and goodness of fit. The simple percentages
will be calculated by dividing the number of response
for an option by the total number of response and then
multiply by 100.
Bolden, R. and Kirk, P. (2006) “From ‘Leaders’
to ‘Leadership’, Published in ‘Effective
Executive”. ICFAI Publications, October.
Bolden, R. and Kirk, P. (2006) “African Leadership:
Insights, Meanings, and Connotations”. A paper
presented at Leadership and Management Studies in Sub-Sahara
Africa 2006 Conference, Zanzibar, Tanzania, 26-28 June.
Fowler, A. Ng’ethe, N. and Owiti, J. (2002) “Determinants
of Civic Leadership in Africa: An Exploratory Study
of NGDOs in Kenya, A Search for Relevant Theory”.
A paper prepared for the 5th Conference of the International
Society for Third Sector Research Cape Town 7-10 July.
Graen, G. and Uhl-Bien, M. (1995) “Relationship-based
approach to leadership: Development of leader-member
exchange (LMX) theory of leadership over 25 years: Applying
a multi-level multi-domain perspective”. Leadership
Quarterly, Vol. 6, pp. 219 – 247.
Gerstner, C. and Day, D. (1997) “Meta-analytic
rview of leader-member exchange theory: correlates and
construct issues”. Journal of Applied Pyschology,
Vol. 82, No. 6, pp. 827 – 844.
Hall, P. A. and Soskice, D. (2001) Varieties of Capitalism:
The Institutional Foundations of Comparative Advantage.
Oxford: Oxford University Press.
House, R. J. (1997) “The Social Scientific Study
of Leadership”. Journal of Management, Vol. 23,
No. 3, pp. 409-474.
Jackson, G. and Vitols, S. (2001) “Between Financial
Commitment, Market Liquidity and Corporate Governance:
Occupational Pensions in Britain, Germany, Japan and
the USA”. In: Ebbinghaus, B. and Manow, P. (eds.)
Comparing Welfare Capitalism. Social Policy and Political
Economy in Europe, Japan and the USA. London: Routledge.
Jensen, M. C. and Meckling, W. H. (1979) “Rights
and Production Functions: An Application to Labour-managed
Firms and Codetermination”. Journal of Business,
Vol. 52, pp. 469-506.
Roe, M. J. (1999) “Codetermination and German
Securities Markets”. In: Blair, M. and Roe, M.J.
(eds.) Employees and Corporate Governance. Washington,
DC: Brookings Institution.
- Ten Thousand Naira (Non-Negotiable)
and Sample of Questionnaire are included
relations, labour relations training, labour relations
process, labour relations issues, labour management
OR mail us here
BEWARE OF FRAUDULENT PROJECT SITES!
Anyone that claims to be our agent/representative
is a fraudster. Pay directly to ONLY our company's
accounts NOT TO ANY INDIVIDUAL!
If we fail to send this project to you after payment,
report to the bank you paid to, the Police and
the EFCC with our Account Name and Account Number.