This paper examines core conventions of the International Labour Organization with possible effects on Nigerian Labour Law. The paper highlights the reasons why the ILO was established, one of which the author states as dealing with social welfare policies on employment of children, among others. The author adopts a theoretical approach, the structural functionalist theory by Talcott Parson to explain the dynamics of the international labour organization. The paper further identifies some of the ILO core Conventions to include, forced labour convention No.29 of 1930, Freedom of Association and protection of the right to organize convention No. 87 of 1948, Right to organize a Collective Bargaining Convention No. 98 of 1949, Occupational Safety and Health No. 155 of 1981 and so on. The paper associates the origin of the Nigerian Labour Law with some of the ILO ratified Legislation which took the form of recommendations. ILO expects member nations that have ratified its conventions to be bound by them. But in international law, it is not an easy thing. In a country like Nigeria with a dualist system any international treaty or law or legislation must be domesticated by the National Assembly before it can be enforced in Nigeria. Backing this up the paper cites section 12 of the constitution of the Federal Republic of Nigeria, 1999, which is a ground norm. Therefore, an ILO Convention that has not been passed into Law in Nigeria cannot be legally enforced. The paper maintains that this explains why some treaties, legislation or laws that have not been domesticated have failed to be enforced in Nigeria.  The author finally concludes that in spite of all these that ILO is a dynamic organization that plays diversified roles in international labour matters. That it’s operation at global level should be supported and encouraged to better the life of numerous workers across the member nations

The internal recruitment is perceived in some quarters as the most favourite source of staffing an organization in stable and developed companies. The system needs a strong support from other HR processes in order to enhance morale and promote productivity otherwise it could yield disappointed and unproductive employees in the organization. Such HR processes include effective succession planning and consistent performance management to ensure success of the internal staffing. Though internal staffing may not bring new skills, competencies and fresh blood into the organization but it could build a strong loyalty as the employees have a chance to change their positions after a period of time and are not pressed to look for opportunities in the external labour market. The external recruitment on the other hand, brings new people to the organization. It allows the organization to define the right requirements especially where the labour market is full of potential candidates and to select candidates that best suit the organization's demands. There is no gain saying the fact that external staffing system with effective campaigning or advertisement could increase the popularity and enhance the image of the organization in the labour market, however, the system is expensive and takes a lot of energy from the HR functionaries in the course of handling job candidates in the selection process. In the light of the pros and cons of the two system of recruitment, this paper seeks to determine the cost benefit implications of internal vis-à-vis external system by considering the issues involved from four perspectives: economic, socio-psychological, financial and political context. It concludes that the usage of either internal or external staffing system to fill vacant positions should be determined by availability of qualified candidates, size of the organization and the desire to maintain and promote organizational culture.

A cursory look at the Trade Disputes Act in Nigeria shows that the Act did not specifically remove the right of workers to strike but in practical terms it is absolutely impossible for workers to embark on strike if all the provisions outlined in the Act including statutory sanctions are diligently and faithfully followed at appropriate times. In spite of these practical difficulties or constraints and other measures taken by government to minimize industrial disputes, evidence abound that strikes have been occurring in large number in both public and private sector of the economy irrespective of the institutional framework put in place for disputes settlement. This study is an attempt at assessing the impact of statutory sanctions on the number of disputes reported. In other words, has the sanctions met its intended objectives in terms of curtailing the number of disputes or otherwise. Trade unions in two sectoral groups: oil and gas and tertiary institutions in the educational sector where industrial strife has been on a high side were drawn as samples for the study. The findings from the study revealed that the imposition of statutory sanctions has no significant effect on the number of disputes reported. Besides, government seldom invokes the sanctions when parties breach the Act. The way forward or measures to make the sanctions more effective and result-oriented were proposed to guide policy makers and other stakeholders involved in trade disputes management.

This study set out to examine empirically workers" perception of performance appraisal in selected public and private organisations operating in Lagos metropolis. The study adopted the survey research design. A total of 205 research subjects were drawn from the target population using the simple random sampling technique. However 174 copies of questionnaire were returned upon which the data analysis was based. This represents 85percent response rate. Data analysis was carried out with the aid of Statistical Package for Social Sciences version 16. The findings of this study showed that workers have an optimistic view of performance appraisal as a means for promoting, evaluating and equitably compensating employees, and forming the basis for many employee training programmes as well as its motivational effect on workers" performance. The authors recommend that for appraisal to yield the desired outcomes, adequate attention should be paid to the avoidance of appraisal politics and the pursuance of fairness and transparency in the process. More so, training programmes could be initiated by organisations to offer tips for avoiding appraisal errors. Open-reporting system as opposed to closed-reporting system should be encouraged for performance appraisal to have a motivational effect on workers" performance.