Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.677612
Title: Developing a human resources organisational model for the effective management of labour relations in the Nigerian oil and gas sector
Author: Aliyu, Balarabe
ISNI:       0000 0004 5369 2004
Awarding Body: University of Liverpool
Current Institution: University of Liverpool
Date of Award: 2015
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Abstract:
Human Resources practises and delivery models have evolved rapidly in recent decades, influenced largely by globalisation, technology and the quest for a strategic HR role. There is a lot of debate in literature about the impact of HRM practises on organisational performance, and various HR organisational structures have emerged in trying to improve organisational effectiveness and empower managers to deploy human capital efficiently. In particular, Ulrich’s (1997) three-legged stool HR organisational model has been adapted in various forms by many organisations as they seek to improve the HR function. Despite this, there is limited research or evidence of how HR organisational structures influence the management of Labour Relations (LR) in general. The rationale for this study therefore was to evaluate how HR organisational structures drive LR Management, particularly in highly unionised workplaces. I evaluated the HR and LR practises of a leading Nigerian Oil Company, with specific focus on the Nigerian Oil Industry and the objective of developing a HR organisational model that will promote positive LR. The NOC having recently adapted the three-legged HR model focused on building an embedded HR team but experienced challenges in integrating effective LR management across the organisation. The study recommends a structure that promotes LR consultation with employees, Supervisors and Managers. Clarity of authority and responsibility of the LR function is crucial within this model, led by an experienced and empowered Manager. A structured Information and Consultation (I&C) process needs to be embedded within the LR structures. A broader base of LR management competencies will be beneficial in a highly unionised workplace. All Embedded HR Advisors as well Business line Managers require in-depth LR development to empower them handle frontline labour issues they frequently encounter. Furthermore, I recommend an integration of the country LR structure with the Regional and Global LR Networks/Centres of Expertise as well as other local associations or platforms to promote sharing of best practises. HR should explore opportunities to collaborate effectively with the union. As trust grows in the organisation, the union can become a key stakeholder to serve as an effective platform for employee engagement. An engaged workforce is a productive workforce, and the LR model developed in this study seeks to improve productivity by adapting the three-legged HR model to suit the unionised workplace.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (D.B.A.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.677612  DOI: Not available
Keywords: HD Industries. Land use. Labor
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