Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 4

Characteristics Frequency Percentage (%) Total 118 100 LECTURER CADRE Professor 18 15.25 Reader 23 19.50 Senior Lecturer 30 25.42 Lecturer 1 & Below 47 39.83 Total 118 100 Table 1 above revealed that the respondents’ gender demographics are in the male majority with 57.63%, while female participants comprise 42.37%. Nonetheless, both genders were significantly represented, and this is very crucial in ensuring objectivity in responses obtained. The table also reveals that about 50% of the lecturers who responded to the virtual are in their prime productive age to provide objective answers to questions bothering on labour relations and organisational crisis management. The respondents’ marital demographics indicate that the different categories of family structure were significantly represented. Their significant representation is crucial considering that family dynamics vis-à-vis marital status impacts and is impacted by employment outcome; thus, eliciting objective information from respondents with varied spousal experience and family responsibilities. Meanwhile, over 60% of the respondents are within the lecturer cadre of senior lecturer and above, signifying the objectivity in responses to the questionnaire items by respondents with wealth of knowledge and experience. Table 2: RQ 1: What is the nature of organisational crisis in Nigeria Public Universities? SN Question SA A U D SD 1 The scenario in Nigeria public universities is overstretched academic programs due to mis-managed organisational crisis 13(10.6) 18(14.6) 9(7.3) 58(47.1) 25(20.4) 2 Government leaders and university lecturers are always in conflict over funding of the Nigerian Universities, better working condition leading to ASUU strikes 3(2.4) 4(3.2) 34(27.7) 52(42.3) 30(24.4) 3 The occurrence and severity of the impact of organisational crisis is destructive to the operations of public universities in Nigeria 4(3.2 17(13.8) 6(5.0) 48(39.0) 48(39.0) 4 Organisational crisis of strike actions have greatly hindered the key service delivery of education by public universities in Nigeria 9(7.3) 14(11.4) 18(14.6) 53(43.1) 29(23.6) 5 Poor infrastructure and working conditions which ignite organisational crisis in Nigeria public universities are still far from been solved 15(12.2) 3(2.4) 13(10.6) 49(39.8) 43(35.0) It was discovered in the course of our investigation that the prevalent condition in Nigeria public universities is overstretched academic programs due to mismanaged organisational crisis. This is evident in the nature of responses to the questionnaire item in table 2, where over 65% of the respondents affirm that the nature of organisational crisis in Nigeria universities is replete with strike after strike. Evidence also affirmed that governmental leaders and university lecturers are constantly in conflict over funding of the Nigerian Universities, better working condition leading to organisational crisis via incessant strike actions hindering efficient delivery of such key services as education. The findings agree with Yusuf (2020); Ekene and Samuel (2022) research reports that there have been incessant strikes since ASUU was instituted in 1965, such that in the last 22 years, Nigerian lecturers through ASUU have gone on strike 15 times. Likewise, Wahab (2018) discovered that many organisations in Nigeria public sector are bedeviled by a myriad of problems and ailments caused by strained relationship between government and labour unions. Dishearteningly, our findings revealed that the poor infrastructure and working conditions which ignite organisational crisis in Nigeria public universities are still far from been solved. Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities 8 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals