Aspectos positivos y negativos de la programación televisiva y de publicidad en el Ecuador.

I have utilized this section to highlight the dwindling influence of the industrial unions and the central labour organization in their role of protecting the jobs of their members. The loss of union influence opened a gap where the effect of collective bargaining yielded no dividend in regulating the wage structure for in-coming employees. While concrete evidence of the current state of industrial relations between unions and the banks; and employment flow in the consolidated banks is presently unavailable, this study concedes that some level of worker representation existed in the banks. Nevertheless, 70.9 percent of the respondents indicate no union activity in their establishments which implies a lack of voice representation for them as seen in Table 4.4.

Table 4.4: Respondents’ perception of consolidation and voice representation

Variables Yes No

Presence of union activity in present bank 63 (29.03%) 154 (70.97%) Management approval to organize union 77 (35.48%) 123 (56.68%) Presence of union activity in former bank 66 (30.41%) 151 (69.59%) Availability of check off in former bank 152 (70.04%) 61 (28.11%) Availability of check off in present bank 77 (35.48%) 136 (62.67%)

Field survey, 2008

85

Historically, public sector companies and a few private sector enterprises enjoyed high level of union activity according to job categories. Union acceptability by such management was in part a reflection of the pluralist character Nigerian industrial relations system. The union-management partnership was boosted by the provision of structures in line with national labour statutes. The circumstances were conducive for union activity as managements allowed house unions complete with office space, furniture and stationery. The implication was that collective bargaining enjoyed wider acceptability and application with the top management. This change is reflected in the response of 29.03 percent respondents who indicate presence of union activity in their banks.

The lack of experience of unionism is indicated by 62.7% of respondents in present employment. These are assumed to be employees of new consolidated banks whose terms and conditions of employment were largely based on individual bargaining. The individual bargaining situation was observed among post-1986 banks when the height of bank expansion was experienced in 1991. During this time, the incidences of staff poaching by banks to fill professional positions were rampant. This pre-empted the fact that such nature of employment was not based on an appropriate transfer mechanism that ensures a continuous record of service and accompanying emolument that are related to a pension scheme. Thus, these groups of employees did not enter into any pension scheme arrangement; and were often discharged with generous severance packages according to status. Oguntimehin (2005) noted that such staffs were more contented with high wage packages attached to the appointment than with a public sector pattern of service record while in employment.

For some of the bank employees then, the confirmation of appointment to the new office was based on professional experience and the ability to settle previous loans with a former employer, and not on any certain length and good record of service. The interest in labour mobility for these sets of employees, according to him, was the opportunity to migrate and the quick promotions that came with it.

86

The management of each bank (except Union Bank) is yet to provide the necessary structure and framework for union organization. According to a NUBIFIE official interviewed in the course of this study, he stated that:

…The problem of union organization in the sector especially among financial institutions is rather slow and disturbing because of their refusal to enter into any affiliation with central labour. Necessary efforts made in the direction of mobilizing bank employees started with positive reception especially from the Managing Director of Unity Bank in Abuja in 2004. Since then, not much has been achieved by the sectoral union to implement the promises. While Union Bank has had a stable union long before the consolidation, Oceanic bank are yet to keep to terms with promises to permit unionism among its employees for now…

IDI/NUBIFIE official/ 2008

The idea of unionism is observed to form part of the work consciousness of bank employees in this study as indicated by 71 percent of respondents‟ interest in union activity. This means that a majority would be comfortable to have such an institution in the work place that will serve as primary check for management high-handedness.

Thus a policy thrust geared towards the promotion of sound banking system will be a requisite for the promotion of positive human resources management ideals that support the entrenchment of vibrant unionism for each bank and the sector.

The implication of this development is that the banking would naturally structure itself to provide less alienating for workers and the organizations in the industry, and in the long run create a smoother environment through positive interaction and interdependence (duality) between agents (bank operators) and the structures (government supervisory agencies) such as CBN and NDIC. The successful establishment of this duality as professed by Giddens is the main force that could put away pre-consolidation problems such as low capital base, reduced public confidence, low intermediation, abuse of depositor funds, frauds, etc. I think these would help muster positive and vibrant unionism capable of building in the face of improbability of such hopes due to new and evolving changes in HRM functions of each bank instead of obliterating the establishment or the system.

87

The union‟s loss of influence considering the percentage of employees (62.7%) without active participation through the payment of check off may create a challenge of legitimacy and relevance in industrial relations if outsourcing, contract employment and casualisation pervade the system as new forms of work. While some management may agitate for a unitarist approach as an alternative to a pluralistic one in determining terms and conditions of service, the fact is that the new management of organizations would prefer to carry on their businesses without the attendant problems of union activism. The removal of statutory obligatory membership clauses for new employees in the 2005 Trade Union (Amendment) Act in place of voluntary membership provided a window of escape for banks to ensure that new employees are signatory to

„no union clauses‟ in appointment letters. It was the radical approach by the banks to reduce union influence and activity in the work place even though it enhanced unfair labour practices. The majority opinion of 88.0% and 83.4% of respondents suggests however that the consolidation was the responsible factor for wage increase in their bank and the sector respectively as shown in the table below.

Table 4.5: Respondents’ perception of wage disparity during the consolidation

Variables Yes No

Is enhanced personal salary due to the consolidation 111 (51.2%) 106 (48.8%) Is consolidation responsible for high wages in bank 191 (88.0%) 25 (11.5%) Is consolidation responsible for high wages in sector 181 (83.4%) 36 (16.6%)

Field survey, 2008

It is considered that as unions lost out in co-determination of decisions relating to employees that were retained or sacked its role in industrial relations diminished. As the consolidation progressed wage determination became a function of market forces that is influenced by the level of professionalism required for each kind of job. An employee who started work as an IT professional for Oceanic bank stated that:

“My salary discussion after the interview was based on the appeal to suspend my personal business which was lucrative by my standards for an agreed fee with performance bonuses and other incentives attached. I don‟t think I am on any strict salary package that some of the bank staff are used to. May be because my work is very professional and I need to give full attention to the bank job by creating sensitive and workable software packages for its services and products ... Since I resumed work I have

88

not had any dealings with a union or any representative.

There are no deductions of any union fees from my pay at the end of any month since I joined. I have not received any handbook from a union. I only understand that the present agreement in my appointment letter subsists and can only be nullified through mutual understanding with the bank…

– IDI/ bank official/2009

It is believed that a degree of wage disparity exist in the wages of such professionals as the one interviewed especially in the aspects of direct and indirect compensation against the pay packages of staff who are engaged in routine banking services. This validates the dwindling influence and role of unions in wage determination; and the fact that the sector had not witnessed any large scale industrial agitation for wage increase between 2004 and 2009.

Generally, unions‟ primary influence for the worker apart from protecting jobs is to ensure that salaries and allowances are guaranteed. This means that the wage issue determines the height by which union‟s capacity is measured. The consolidation determined to a large extent new strategies for banks to remain in business and by implication to also determine new compensation for the professionals that would carry out the strategies. The unions do not, by legal status, have any degree of ownership of the means of production in any of the banks, except by the statutory role assigned it by labour legislations as worker‟s representatives. This is shown in Table 4.4 as 71.0 percent of respondents have no union activity in their present banks; and the 69.6 percent never had any experience of unionism in their former employment.

The banking sector is generally known for its economy about divulging information relating to compensation structures, even before the consolidation. A probable reason for the occurrence is the possibility of creating confusion among co-workers who have probably entered the work force with same professional skills and training, but is getting unequal wages. The problem of wage disparity is multi-faceted.

According to Komolafe & Ahiuma-Young (2007), the President of ASSBIFI, Mr.

Lateef Sanni recall that the situation is compounded by the refusal of affected employees to volunteer information that could lead to the identification of banks that

89

condone such practices. Mr. Sanni‟s comments gave further vent to the possibility of more serious social problems such as worker disloyalty and armed robbery. He stated:

… if the trend should continue, then such banks should not expect absolute loyalty from an employee whose ego has been bruised . . . the issue of bank robbery may witness further upsurge if this trend is not checked.

Because a dissatisfied worker would always be tempted to seek short cuts. Where there is no dedication, loyalty on the part of the workers, anything could happen... (pg 34)

It is hoped that insider frauds or other financial crimes in the banking system would not be so rampant now that new reforms in the sector are set to make it, in the words of the then CBN Governor, Professor Soludo, „a giant player instead of a spectator in the emerging world‟. While the possibility exist for an employee not to consider resignation on account of a disadvantaged wage disparity, it is considered that a potential fall-out of the disparity is that the work processes are going to be more rational and bureaucratic than before. It may not be said now how effective participatory management (as a style of management) would solve the problem, especially when dealing two groups of happy and unhappy employees on account of wage disparity. The importance of sustaining social relations would remain the foundation of many successes of organizational policies in the post-consolidation era.

Notably, the 2005 Trade Union (Amendment) Act impacted drastically on the Nigerian banking sector in a number of ways. Its main provisions highlighted unfavourable guidelines for membership of industrial unions because voluntary membership became pronounced instead of obligatory membership that granted unprospected members for the unions. The provision of voluntary membership seemed to gag voice representation as a necessary ingredient for union activism in the sector.

This was because erstwhile union members were no longer compelled to pay check off dues as an indication of union membership. At the time of research, 71.0% engaged in no form of union activity in the work place. And 56.7% of respondents claimed they had no serious permission from management to organize union activity within the enterprise. The sectoral unions, especially enterprise chapters of NUBIFIE (in banks that had union presence) became even less influential in co-determining major work

90

rules as they affected their members because of conditions of job insecurity among employees. On the strength of this legislation, employers of labour which had any apprehensions of about organizing unions felt relieved to remove structures that could have helped to mobilize employees into unions in their enterprises. However, 30.4%

of respondents had some form of union activity in their previous employment in the industry. A majority of these could have come from old generation banks which had the obligation of instituting work place unionism. It is important to note that further stiffer challenges were posed for HRM in the areas of job insecurity for senior staff (which is represented by ASSBIFI). The senior staff union is usually noted to be less militant and lacked the kind of activism of its junior counterpart even in periods before the consolidation.

For pre-consolidation employees of UBN union activity has been institutionalized long before the coming of new employees of UTB and Broad Bank whose management-employee relations were best reflected in individual bargaining for compensations and other work conditions. Unity Bank had no affiliation with NUBIFIE at the time of research. However, the presence of the Unity Bank managing director at NUBIFIE‟s solidarity rally organised to push for the effective unionization of bank employees in Abuja in October 2007 was considered, in my opinion, a precautionary strategy to keep the unions from picketing their bank offices. Until now, no structures of unionism are yet in place from empirical observation in the two other banks outside Union Bank. According to a NUBIFIE official interviewed, Oceanic Bank had started to slowly and cautiously develop its union structures, but the union was not certain of the honesty of the management to ensure proper mobilization for the future as employment and other work rules were still within the prerogative of management, therefore not open to union determination. For Unity Bank, the management was trying woo NUBIFIE to avoid any embarrassing industrial action such as picketing or wild cat strike. In his words, the officer stated that:

It was heartwarming to see such a higher ranking officer of a new bank at our solidarity rally that week, but one cannot be sure that his management or board would give him the hand to allow quick installation of structures and facilities that can enhance union activity in the bank. (Reference was to Unity

91

Bank M/D who physically participated in the union rally held in solidarity with embattled members who were losing their jobs in droves in the sector). (Male IDI/NUBIFIE official).

It was however difficult to retrieve evidence of pay slips from employees, to check for any payment of check-off in order to justify their participation in union activity. The lack of check off payment, if true, especially for Union Bank may erode the possibility of employees from UTB and Broad Bank which never belonged to any union to ever experience active unionism at any stage of their banking career.

Nevertheless 35.5% of the respondents, probably of Union Bank establishment still claim to pay check off from their pay source. This is an indication of active union presence in the bank.

4.6 Employee Perceptions of Consolidation, Work Relations and Wage