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

SN Question SA A U D SD 4 There is significant relationship between leadership subterfuge, collective bargaining and organisational crisis management in Nigeria public universities 3(2.4) 5(4.1) 36(29.3) 38(30.9) 41(33.3) 5 Collective bargaining is a correlate of organisational crisis management induced by promise and fail leadership 11(9.3) 16(13.0) 32(26.0) 54(43.9) 10(8.1) Our descriptive survey to find out if there is any relationship between leadership subterfuge, collective bargaining, and organisational crisis management in Nigeria public universities, revealed that collective bargaining is a correlate of organisational crisis management induced by promise and fail leadership. This can be seen from the nature of responses to the questionnaire items in table 4 where over 50% of the respondents affirmed that there is a significant relationship between the variables. Most of the respondents (54.1%) expressed that abuse of power by governmental leaders in Nigeria exacerbates agitations and confrontations in the employment relationship that greatly instigate organisational crisis. Also, the respondents’ opinion slightly aligned more that the consequences of leadership deception are the ever-reoccurring organisational crisis and its correlates of strike actions frequently witnessed in Nigeria public university. The findings agree with the submissions of Yusuf (2020) which rightly reveals that organisational crisis in Nigeria public universities are particularly triggered by delay, withdrawal or non- concession to labour relations agreements over issues bothering on poor and inconsistent payment of salaries and other entitlements, poor work hours or rest periods, arbitrary dismissal and poor working conditions, poor funding of the educational sector, as well as dissatisfaction with certain institutional policies. Table 5: RQ 4: How Effective is Collective Bargaining in Organisational Crisis management in Nigeria Public Universities? SN Question SA A U D SD 1 Collective bargaining procedure is not effectively applied in managing organisational crisis in Nigeria public universities 6(5.0) 18(15.2) 21(17.9) 47(39.8) 26(22.1) 2 Government has continued to pay lip-service to the proper application of collective bargaining procedures in abating organisational crisis 3(2.4) 11(8.9) 19(15.5) 50(40.6) 40(32.6) 3 Non-implementation of outcomes of collective bargaining is pervasive in Nigeria public universities with a wide gap between our education system and human capital development 18(14.6) 38(30.9) 14(11.4) 42(33.3) 12(9.8) 4 Government’s failure to address outstanding issues in their memorandum of understanding inhibits the effectiveness of the collective bargaining mechanism 14(11.4) 9(7.32) 27(21.9) 44(35.6) 29(23.6) 5 The continuous violation of collective agreements by government has made collective bargaining more adversative to effective organisational crisis management 7(5.7) 15(12.2) 43(35.0) 41(33.3) 17(13.8) Our findings revealed a near unanimous opinion of 73.2% and 74.8% affirming that collective bargaining procedure is not effectively applied in managing organisational crisis in Nigeria public universities, and that government has continued to pay lip-service to the proper application of collective bargaining procedures in abating crisis of labour relations. Most of the res- pondents (35.6%) agreed and (23.6%) strongly agreed that government’s failure to address outstanding issues in their memorandum of understanding inhibits the effectiveness of the collective bargaining mechanism. The foregoing findings corroborates those of Osabuohien and Ogunrinola (2020) that strike has become domiciliary in Nigeria public institutions, because industrial conflicts that would have been proactively resolved through collective bargaining often degenerate to dire organisational crisis with concomitant strike actions grinding operations to a halt. This does not only appear to undermine the relevance of collective bargaining in Nigeria public universities but have made it more adversative to effective organisational crisis Implications of Leadership Subterfuge on Collective Bargaining and Organisational Crisis Management: A Case of Nigeria Public Universities 10 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals