IGE IA JOU AL OF
•
SOCI L 0 K EDUCATION
VOL.13, ISSN 1119-28 IX
-JUNE, 2014
UNIVERSITY OF IBADAN LIBRARY
NIGERIAN JOURNAL
OF
SOCIAL WORK EDUCATION
VOL. 13 ISSN 1119-28 IX
June, 2014
Published by:
Department of Social Work
University of Ibadan, Nigeria.
UNIVERSITY OF IBADAN LIBRARY
NIGERIAN JOURNAL OF SOCIAL WORK EDUCATION EDITORIAL BOARD
Guest Edi tor Prof. Oyesoji Aremu,
Faculty of Education
University of Ibadan, Ibadan.
Editor-in-Chief Prof. Oluremi Ayodele Bamisaiye
Faculty of Education
University of Ibadan, Ibadan.
Managing Editor: Dr. Funmi Folaranmi
Department of Social Work,
University of Ibadan, Ibadan.
Editors: Prof G.G. Ejikeme M.Sc, MSSN, Ph.D
Department of Sociology,
Faculty of Social Science,
University of Jos, Jos.
Prof. E.O. Olumodeji,
Department of Sociology,
University of Jos, Jos.
Dr. J.O. Fayeye,
Department.of Sociology,
University of Ilorin, Ilorin.
Dr. E.E. Okafor,
Department of Sociology,
University of Ibadan, Ibadan.
Dr. J.K Mojoyinola,
Department of Social Work,
University of Ibadan, Ibadan.
Dr. E.M Ajala,
Department of Social Work,
University of Ibadan, Ibadan.
Consulting Editors: ProfMiu Chung Van,
School of Social Work,
University of British Columbia, Canada.
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UNIVERSITY OF IBADAN LIBRARY
TABLE OF CONTENTS
Article Page
I. Working Conditions, Grievance Procedures and Fringe Benefits as Determinants I
of Labour Turnover in Selected Industries in Oyo State, Nigeria - AJALA, E.M. Ph.D.
and ADEDlRAN, Kehinde Busayo, MSW.
2. Workplace Innovation and Organisational Communication as Determinants of 14
Employees' Quality of work-Life in Distributive Industries in Lagos
State. Nigeria-Ahidoye SARUMI, PhD. PGDE and Sikiru Olapade SALAMI, Ph.D
3. Antecedent and Current Factors Inhibiting Functional Literacy Development among 23
Craft Workers in Ijebu Ode, Ogun State, Southwestern Nigeria- OLUDEYI,
Olukunle Saheed, OGUNBIYI, Joseph Olukayode PhD and AKINSANY A,
Adebayo Olatunde Ph.D
4. Token Reinforcement and Cooperative Learning Strategies in Enhancing Social 39
Skills of Children with Intellectual Disability in Ibadan, Oyo State, Nigeria-
OYUNDOYIN, John Olusegun, Ph.D and AYINLA, 1.O.
5. Collaborative Learning Strategy and Academic Achievement of Secondary School 50
Students in Social Studies in South-West, Nigeria- ABDU-RAHEEM, Bilqees
Olayinka Ph. D
6. Comparative Analysis of Delinquent Behaviour on The Basis of Parental Educational 63
Background, Single Parenthood and Socio - Economic Status of In-School Adolescents
in Ibadan, Oyo State, Nigeria-ANIMASAHUN, R. A. Ph.D and BABALOLA, S. O.
7. Parental Attitude, Socio-Economic Status and Home Facilities as Predictors of Secon- 75
dary School Students' Learning Outcomes in South-West, Nigeria-
ODUNSI Adenike Olufunmilayo (MRS), OYEBANJI-ABIODUN Olayerni, Ph.D
and AKINWUMI Femi Sunday, Ph.D
8. Perceived Social Support, Organisational Citizenship Behaviour and Work Motivation 91
as Predictors of Psychological Well-Being of Public Health Workers in Ibadan,
Oyo State, Nigeria- JIMOH A.M, Ph.D
9. Factors Influencing Child Abuse among Yorubas in Ibadan Metropolis, Oyo State, 104
Nigeria- OMOKHABI Abiola Adiat, Ph.D and OMOKHABI Suleiman Udukomose
10. School Related Variables as Correlates of Performance in Biology among Senior 119
Secondary School Students in Ibadan North Local Government Area of Oyo State,
Nigeria- ADEYEMI Adetola 0, Ph. D
11. Causal Factors of Challenges of Mastering Concord of English Among Students 132
with or Without Learning Disabilities in Ibadan- LAZARUS, Kelechi U. (Ph.D)
and AKINBILE, Samson O.
viii
UNIVERSITY OF IBADAN LIBRARY
r
12. Psycho-Social Factors as Correlates of Job Performance of Women in The Print 144
Media in Southwestern, Nigeria- ODIAKA, Stella, Ph.D and OGIDAN, O.T Ph.D.
13. Mindfulness Practice as an Effective Tool for Promoting Positive Health and 156
Psycho Social Well-Being: A Review of Literature- MOJOYINOLA, J.K. Ph.D.
14. The Connectivity of Adult Education and Poverty Reduction in Nigeria: Issues and 167
Perspectives- OLADEJI, Stella Olabisi Ph.D and OLANIYI, Albert Ayodele
15. An Assessment of Literacy Needs of Non-Literate Women in Ibadan, Oyo State- 178
ADELORE, Omobola Omoyeni and OYALAKUN, Hannah Olubunmi
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UNIVERSITY OF IBADAN LIBRARY
WORKING CONDITIONS, GRIEVANCE PROCEDURES AND FRINGE BENEFITS
AS DETERMINANTS OF LABOUR TURNOVER IN SELECTED INDUSTRIES IN
OYO STATE, NIGERIA
AJALA, E.M. Ph.D.
Department of Social Work,
University of Ibadan, Ibadan. Nigeria.
Email: majekajala@yahoo.com
and
ADEDIRAN, Kehinde Busayo, MSW.
Department of Social Work,
University of lbadan, Ibadan. Nigeria.
Abstract
Many factors are responsible for labour turnover in work organisations ranging from long
working hours, violence at work, low wages and income; poor working conditions, grievance
procedures, lack of motivation and job satisfaction to inadequate fringe benefits with
resultant effects such as low productivity, increase in cost of production, reduction in number
of personnel, and so on. It is against this background that this study employs the descriptive
survey research design of the ex post facto type to find out the relationship among working
condition, grievance procedure, fringe benefit and labour turnover. The population for the
study consists of members of labour union and management in selected industries which are
basically manufacturing. The Multistage sampling technique was used to select three hundred
and ten respondents. The main instrument used to elicit information from respondents is a
questionnaire tagged 'Working Condition, Grievance Procedure, Fringe Benefit and Labour
Turnover Questionnaire - WCGPFBLTQ with four sub sections. Two hundred and eighty-
eight questionnaires were recovered and found usable for the research. Pearson Product
Moment Correlation was used to test the research hypotheses at 5% level o.f significance. The
findings show that there were positive significant relationships among working condition,
grievance procedures, fringe benefits and labour turnover. The study recommends that the
management team of the workplace should formulate, implement and adhere to good policies
on working conditions, grievance procedure and fringe benefits within their establishments.
'these decisions will increase productivity, reduce absenteeism, increase job satisfaction and
wellbeing oj' employees.
Keywords: Fringe benefits, working condition, grievance procedure, labour turnover.
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Introduction a must to achieve the above goals
Many factors are responsible for labour (Shamsuzzoha& Rezaul, 2012).
turnover in work organisations ranging from 2.0 Literature Review
long working hours, violence at work, low Companies take deep interest in their
wages and income, poor working conditions, employees' turnover rate because it IS a
grievance procedures, lack of motivation and costly part of doing business (Beam, 2009).
job satisfaction to inadequate fringe benefits. Employees' turnover is the rotation of
Labour turnover has led to many problems workers around the labour market; between
such as low productivity, increase in cost of firms, jobs and occupation; and between the
production, reduction in number of states of employment and unemployment
personnel, and so on. (Abassi & Hollman, 2000). Bolch (2001)
Turnover occurs for many different reasons; defines labour turnover as the movement of
sometimes new and well-paid jobs attract employees in and out of a business,
employees and lure them to leave their measures the extent of change in the work
former jobs (Shamsuzzoha &Rezaul, 2012). force due to accession (total number of
Similarly, employees also push to leave jobs workers added to employment) and
due to the dissatisfaction in their present separation (severance of employment at the
workplaces or by domestic circumstances instance of workers or employers) during a
when someone relocates with his spouse or particular period of time. Bohlander, Snell
partner (Campion, 1991). So, many factors and Sherman (2001) state that employees
are responsible for labour turnover ranging turnover refers to the movement of
from long working hours, violence at work, employees out of an organisation. From
low wages and income, poor working these definitions, organisations incur
conditions, grievance procedures, lack of personnel costs, direct and indirect expenses:
motivation and job satisfaction to inadequate which include the cost of advertising,
fringe benefi ts. headhunting fees, human resource costs, loss
In today's globalised and competitive of productivity, new hire training, and
business world, management and managers customers' retention, every time they have to
should consider it an important task to replace an employee. Beam, (2009) confirms
manage employees' turnover for any that these expenses can sum up 30 to 200
organization. Naturally people want percent of a single employee's annual wages
diversities in their everyday life, seek for or salary, depending on the industry and the
new and high yielding jobs and good job role being filled. Though, employees'
working environment in their job places turnover been a much studied research
(Philips, 1990). To provide these interest (Shaw, Delery, Jenkins, & Gupta,
aforementioned needs to the employees is 1998), yet there have been no sufficient
very difficult. It is crucial for every reason why people leave organization.
organization to retain its talented and Barrick and Zimmerman, (2005) concur that
efficient employees if it wishes to remain in turnover has become an important criterion
business. For every organisation that aims at and reflects a critical motivated behaviour;
having high productivity and be profitable, one that may provide insight into volitional
the issues of turnover should be taken behaviour. Employees' turnover has negati ve
seriously. Managing turnover successfully is impacts on the development of employees'
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technical competence and ski lls level. It also employees are concerned with a comfortable
affects the morale of the remaining physical work environment. In turn, this will
employees and the image of the company render a more positive level of job
(The Institute of Singapore Labour Studies, satisfaction. Ajala (2012), Arnold &
2001). Feldman (1996) show that factors such as
Allen and Meyer (1990) discover that all temperature, lighting, ventilation, hygiene,
three components of commitment (alfecti ve, noise, working hours, and resources are all
continuance, normative) were a negative parts of working conditions. The worker
indicator of turnover. However, employee's would rather desire working conditions that
turnover contributes to the potential benefits will result in greater physical comfort and
and disadvantages for organisations. The convenience. The absence of such working
positive benefits include displacement of conditions, amongst other things, can impact
poor performance, infusion of new poorly on the worker's mental and physical
knowledge and technology, reducing labour well-being (Baron & Greenberg, 2003).
costs when facing stiffer competition, In recent years, employees' comfort on the
enhancing promotional opportunities for the job, determined by workplace conditions and
remaining staff. The negative effects cover environment has been recognized as an
economic costs, producti vi ty losses, important factor for measuring their
impaired service quality, increased productivity and employees' turnover. The
administrative burden to loss of morale working environments are very important to
among the remaining staff (Griffeth & Horn, the organisation. If the employees have
1994). In essence, employee's turnover costs negati ve perception of their working
have negative financial implication as well conditions, they are likely to be absent, have
as loss of knowledge possessed by departing stress-related illness, and their productivity
employee. and commitment tend to be low. On the
According to business dictionary 'working other hand, organisations having friendly,
conditions refer to working environment and trusting and save environment, experience
all existing circumstance affecting labour in greater productivity, creativity ( Kreisler, et
the workplace, including: job hours, physical ai, 1997), commitment and higher retention
aspects, legal right and responsibility of staff. Employees feel that poor working
organisational culture workload and training' conditions provoke negative performance,
(Ali, Ali & Adan, 20l3). This paper will since their jobs are mentally and physically
adopt the physical aspect of this definition as demanding. Thus, Robbins (2001) is of the
the operational definition for this research. view that working conditions influence job
Conducive work environment ensures the satisfaction, as employees are concerned
wellbeing of employees which always enable with comfortable physical work
them commit themselves to their roles with environment. Consequently, the physical
dedication that may translate to higher environment as a tool can be leveraged both
productivity (Akinyele, ·2007) and to improve business results (Mohr, 1996)
employees' satisfaction with resultant effect and employees' well-being (Huang,
of wanting to stay at their workplaces. Robertson, & Chang, 2004) which in turn is
Robbins (2001) notes that working related to absenteeism, retention, adoption of
conditions will influence job satisfaction, as
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new methods and technologies (Ali, et aI, collecti ve agreement and rules of behaviour;
2013). administrative role by applying the rules of
Traditional reasons for grievances at the the contract and offers guidance in the
workplace are discipline, discharge and administration of the collective agreement;
contract interpretation (Coleman, 1988). and forum for 'fractional bargaining' where
Discipline and discharge are the most one party attempts to secure concessions it
.frequent reasons why cases are disputed at could not obtain at the bargaining table
the workplace. Grievance, according to (Lewin & Peterson, 1988; Thomson, 1974).
Doyle (1999); Salamon, (2000), is an Therefore, grievance procedures enable
allegation of violation of provisions in terms individual employees or union officials to
and conditions of employment as indicated challenge management over a wide range of
in the collective agreement. Both Doyle's wage and working conditions (Lewin, 1983).
and Salamon's definitions assume that The implication is that employees become
indi vidual employees are a party to any satisfied and committed to their work if these
collective agreement negotiated on their roles are operational at their workplaces
behalf, regardless of whether they are (retension of labour). So, an effective
members of the bargaining unit or not. grievance procedure should be
Occurrence of grievance at the workplace communicated to employees and supervisors
makes employee dissatisfied and willing to through the Personnel Policy and/or
look for job somewhere else. Employee Handbook.
Since grievance is any dissatisfaction According to Daud, Yahya, Isa and Noor
regarding work and workplace filed by (2011), citing Noe, Hollenbeck, Gerhart and
employee / formally to' his immediate Wright, (2003), too many grievances may
supervisor (Rose, 2004), there is the need for indicate a problem though few grievances
every organisation to establish a grievance . can also instigate problem(s) within the
checkmating procedure/solving procedure organisation. In theirview, a very low
so as to afford employees the ability to grievance rate may suggest fear of filing a
register their dissatisfactions with the intent grievance, a belief that the grievance
of obtaining fair hearing and resolution of procedure is not effective or a belief that
raised grievances. Thus, grievance solving representation is not adequate. Therefore, the
procedure is often lauded as one of the most widely recognised benefit of gnevance
significant innovations in industrial relations procedure is that it serves as a conflict
(Gordon & Miller 1984, Loewenberg 1984, management and dispute resolution
Lewin & Peterson1988). Grievance solving mechanism. It provides a peaceful means of
procedure is the process specified in the reducing the pressures and fears of
collective agreement for the resolution of employees and settle workplace disputes
disputes arising during the life of the wi thout stoppage of work or resort to
agreement (Doyle, 1999). Four primary roles economic sanctions (Staudohar, 1977;
of the grievance procedure have been Lewin, 1983; Lewin & Peterson, 1988) with
identified namely: compliance role by resultant effect of retaining employees at
ensuring that both parties adhere to and their workplace.
respect the collective agreement; judicial and Furthermore, businesses alJ over the world
adjudicative role by interpreting the are confronted with the difficulties of
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providing competitive compensation and When fringe benefits are operational at the
benefit packages for employees in a cost workplace, the employee is retained and this
effective way (DiFiore, 2000: Simmons, results to decrease in employees'
200 I). They also try to attract and reduce turnover. The key to positively influence
turnover rate or employees (Sturman, 2003). employees is for the employers to offer
Fringe benefits plans refer to that part of the benefits that employees view as important
total compensation package (other than the (Weathington, & Tetrick, 2000).
pa) Ior time spent on work) that is provided 3.0 Research Hypotheses
to the employee in whole or in part by Three hypotheses are tested in the study.
payments from the employer (Milkovich,
Newman & Mi Ikovich, 2005). Ho I: There wi II be no significant
The narrow definitions of fringe benefit relationship between working condition and
packages include employer-provided labour turnover 111 selected industries in
retirement, health, welfare and fringe Nigeria.
benefits (Lee, Hsu & Lien, 2006). Employers
may also provide services or facilities that H02: There will be no significant
many employees find valuable. These relationship between grievance procedure
benefit packages are designed to increase in and labour turnover in selected industries in
value over time thus encouraging employees Nigeria.
to remain with their employer (Gomez-
Mejia, Balkin & Cardy, 2001). However, H03: There will be no significant
benefit plans enhance satisfaction, sustain relationship between fringe benefits and
loyalty, retain frontline workers, improve labour turnover in selected industries in
service quality and discourage employees Ibadan.
from leaving (Gri ffeth & Hom, 1994;
Bennett, Blum, Long & Roman, 1993; 4.0 Methodology
Dawn, 1993). Fringe benefits have been 4.1 Research Design: this study employs the
found to explam the unique turnover descriptive survey research design of the ex-
vanunce (Miller, Horn & Gomez-Mejia, pos/ facto type.
2001 ). 4.2 Population: The population Ior the study
Fringe benefit packages are voluntary consists of members of labour unions and
offerings by the firm. Employees think of management in selected manufacturing
benefits as substitutes for wages, they are industries. The industries are Macmillan
willing to exchange wages for more benefits Nigeria Publishers Limited Ibadan, Askar
(Elham, Hossein & Ahmad, 2012). Most of Paints Nig Ltd, Eleyele, Ibadan, and African
the hinge benefits packages are service Universities Press, Ibadan.
offerings such as employee assistance 4.3 Sample and Sampling Techniques: The
programmes (EAPs), counselling services, Multistage sampling technique was used for
child and elder care, food services, travel, the study. First, simple random sampling
on-site health services, and so on. Properly technique was used to select three industrial
administered "fringe" benefits are effective, firms in the Eleyele industrial Zone of
albeit potentially expensive, way to attract Ibadan. Secondly, cluster sampling
and recruit employees (Messmer, 2006). technique was used to cluster the staff into
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two; management and labour union. The benefits. The items were isolated from
next sampling was the total modules of all Survey on Impact of HRM Practices on
management staff that are involved in Organisational Performance by Raigarna
negotiation and the total labour union Rathnaweerage Neelamani Thanuja
executives. A further selection of employees Rathnaweera (2010). Using the test-retest
through random sampling was done to allow method with an interval of two weeks, a new
the collation of employees' views. A total of reliability coefficient of 0.78 was obtained
three hundred and ten (310) respondents for the adapted new scale.
were selected as sample for the study. Section D: Labour Turnover Scale (LTS).
..•...l Instrumentation: The main instrument This is made up of 10 items measuring
used to elicit information from respondents labour turnover. The items were isolated
is a single questionnaire tagged 'Working from Equity Preference Questionnaire by
Condition, Grievance Procedure, Fringe Weathington and Craig (2011) & Evaluation
Benefit and Labour Turnover Questionnaire- of Job Satisfaction by Jackie Mamista
WCGPFBLTQ' with four sub sections Banyana Ramasodi (2010). Reliability value
whose level of agreement on each item was of 0.90 was got for the adapted new scale
measured using a four point rating scale of using the test-retest method with an interval
Strongly Agree (SA=4), Agree (A=3), of two weeks.
Disagree (0=2) and Strongly Disagree 4.5 Administration of Instrument: The
(SD=1). instruments were administered by the
Section A: Working Condition Scale researcher with the assistance of the Human
(WCS). This is made up of 10 items isolated Resource Personnel/ Manager of the
from Work Environment Survey 2007/08 by industries. Three hundred and ten (310)
Public Service Secretariat, New Foundland questionnaires were distributed, two hundred
Labrador and Employee's Satisfaction and eighty-eight (288) were recovered and
Interv iew Schedule by Mosammod found usable for the research.
Mahamuda Parvin& M.M. Nurul Kabir 4.6 Procedure for Data Analysis: Pearson
(2011). Using the test-retest method with an Product Moment Correlation was used to test
interval of two weeks, a new reliability the research hypotheses at 5% level of
coefficient of 0.85 was obtained for the significance.
adapted new scale. 5.0 Results
Section B: Grievance Procedure Scale Hypothesis 1: There will be no significant
(GPS). This is made up of 9 items measuring relationship between working condition and
grievance procedure. The items were labour turnover in selected industries in
•isolated from Survey of Grievance Ibadan .
Procedure/ Survey of Large Texas City
Government Human Resources Directors by
Valerie LaCour Francois (2004). A new
reliability coefficient of 0.89, using the test-
retest method with an interval of two weeks,
was obtained for the adapted new scale.
Section C: Fringe Benefit Scale (FBS).
This is ma.ck \l: ~t9 items measuring fringe
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Table 1 showing the correlation between in selected industries in Ibadan
worlcm. g con diItiIOn an d Ia bour turnover
Variable Mean Std. Dev. N R P Remark
Working Condition 26.0174 4.4624
288 .275 .000 Sig.
Labour Turnover 28.8542 5.1017
It is shown in table 1 above that there is a Hypothesis 2: There will be no significant
positive significant relationship between relationship between grievance procedure
working condition and lahour turnover (r = and labour turnover in selected industries
.275. N= 288. P < .05). This means that in Ibadan.
the null hypothesis is rejected.
Table 2 showing the correlation between grievance procedure and labour turnover
in some selected industries in Ibadan
Variable Mean Std. N R P Remark
Dev.
Grievance 20.3958 5.6982
Procedure 288 .393 .000 Sig .
28.8542 5.1017
Labour
Turnover
It is shown in table 2 that there is a
significant relationship between grievance
procedure and labour turnover (r = .393,
N= 288, P < .05). This means that the null
hypothesis is rejected.
Hypothesis 3: There will be no significant
relationship between fringe benefits and
labour turnover in selected industries in
Ibadan.
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Table 3 showing the correlation between fringe benefit and labour turnover in some
selected industries in Ibadan
Variable Mean Std. Dev. N R P Remark
Fringe Benefit 20.6875 5.4395
288 .374 .000 Sig .
Labour Turnover 28.8542 5.1017
Subsequently, unfavourable working
It is shown in table 3 that there was a conditions, long working hours with minimal
significant relaiionship between fringe pays and poor employees' training policies
benefits and labour turnover (I' = .374, N= are the main causes of labour turnover.
288, P < .05). This means that the null Also, there is a significant relationship
hypothesis is rejected. between grievance procedure and labour
6.0 Discussion of findings turnover. It implies that grievance procedure
There is a positive significant relationship is a good determinant of labour turnover in
between working conditibn and labour industries. The study negates the findings of
turnover. The implication is that good Raigama Rathnaweerage Neelamani Thanuja
working condition will lead to low employee Rathnaweera (20 10) that promotion,
turnover in Industries. II' employees are gnevunces handli ng, recruitment and
working in a very good environment, it will selection practices are insignificant variables
have considerable positive impact on that explain the variance in employees'
employees' retention. So in a good work retention. Grievance procedure improves
environment, employees feel happy and perceptions of fairness and equity on the part
active to perform various job tasks assigned of both parties (employers and employees) at
to them without having a second thought of the workplace (Lewin and Peterson, 1988)
wanting to leave the job. This result supports and denies the construction of employees'
the findings of Madiha, Ayesha, Syed and dispute (Rose, 2004). Also, employees are
Sayid (2009) that working environment enabled 'to have their say' at progressively
correlates positively with employees' high levels of decision-making authority and
retention, which means, good working the denial of the construction of employees'
environment in the organisation has positive disputes, hence their willingness to remain in
significant impact on employees' retention. their workplace.
Also, the above finding is in line with the Furthermore, there IS a significant
findings of Samuel & Paul (2010) that relationship between fringe· benefits and
working condition, which is a hygiene factor labour turnover in some selected industries
and opportunity for career advancement in Ibadan. This negates the findings of Lee,
which is a motivator, feature as the major Hsu, and Lien (2006) that retirement fund
factors In leaving or joining an and fringe benefits are negatively correlated
establishment. In addition, the findings with employees' turnover. Also, it negates
support the findings of Samson Kuria the findings of Chang and Chen (2002) that
Wanderi Peter Ondigi Alice (2011) that benefits plan is significant and negative in
training, experience, age and promotion are relation to employees' turnover. However,
key factors in determining labour turnover. the finding is supported by Dale-Olsen,
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UNIVERSITY OF IBADAN LIBRARY
(2006) who discovers that employers choose • Industrial social workers should
to offer fringe benefits to workers because ensure the entrenchment of good
employees have high tendencies for fringe grievance procedure at the workplace
benefits since it leads to decrease in turnover so as to limit the occurrence of trade
rate just as a similar valuable increase in disputes and maintenance of
wages. industrial harmony. It will assist
7.0 Recommendations and implications industries to resolve grievances with
for industrial Social Workers equity and fairness and retention of
Based on the findings of this study, the those on the employment of the
following recommendations are made: establishment.
• Employers through the management • Industrial social workers should
should formulate and implement ensure the provision of policy
policies on working conditions, blueprint and staff handbook to
grievance procedure and fringe enhance good and orderly
benefits within their establishments preservation of organisational
and make sure they strictly adhere to culture.
it. • Industrial social workers should
• Employers should put in place a negoti ate and stri ve to con vi nee top
formal working grievance procedure management team on the need to
and make sure employees are well make workers' welfare paramount so
represented at each stage of the as to enhance workers productivity as
procedure to ensure equity fairness well as industrial harmony.
and minimisation of disciplinary 8.0 Conclusion
sanctions. Actually, some labour turnovers are good
• Employers should provide good and because new employees bring in new ideas,
healthy working conditions for attitude and keep the organisation fresh and
employees as this will enable them current, however, retention is most
work in a safe environment, retention preferable because of the enormous
and increase productivity. economic cost of doing business where there
• Employers should provide employees is high rate of turnover. To discourage
with fringe benefit packages so as to turnover of employees in the workplaces,
reduce absenteeism and increase job there is the need to give considerations to
satisfaction with consequential other factors apart from increase in wages.
retention at the workplace. These may include promotion of employees
• Industrial social workers should and increased compensation packages,
advocate on behalf of employees preferred working environment that is
with the management to create a suitable for them, good and mouth-watering
conduci ve workplace environment, benefits package so as to retain employees in
good communication network and workplace organisations. /
adequate fringe benefits so as to
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