Collective Bargaining and Grievance Resolution Through Dialogue as Determinants of Employee Performance at Federal Medical Centre, Bida, Niger State, Nigeria
Keywords:
Collective Bargaining, Grievance Resolution, Dialogue, Employee Performance, Federal Medical CentreAbstract
This study examines collective bargaining and grievance resolution through dialogue as determinants of employee performance at Federal Medical Centre, Bida, Niger State. The healthcare sector in Nigeria has witnessed significant industrial disharmony arising from poor communication channels, unresolved employee grievances, and weak collective bargaining frameworks. These persistent challenges have adversely affected employee morale, job commitment, and overall performance in public health institutions. This research adopted a descriptive survey design and employed both quantitative and qualitative approaches. Data were collected from 380 employees of Federal Medical Centre, Bida using structured questionnaires. The study employed a stratified random sampling technique to ensure representation across clinical and non-clinical staff cadres. Data were analysed using descriptive statistics including frequency, mean, standard deviation, and percentage. Findings revealed that collective bargaining significantly influences employee performance when conducted in an atmosphere of mutual respect and transparency. The study also found that effective grievance resolution mechanisms through dialogue create a positive work environment that enhances employee productivity. Furthermore, the quality of management-employee dialogue was identified as a critical factor in building trust and improving job outcomes. The study concludes that institutions that prioritise regular collective bargaining sessions and maintain open-door grievance resolution policies tend to record higher levels of employee performance. It recommends that the management of Federal Medical Centre, Bida should establish structured collective bargaining committees, train line managers in dialogue-based conflict resolution, institutionalise regular feedback mechanisms, and create an open communication culture that encourages employees to voice concerns without fear of victimisation
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