The success of any industrial system hinges on the quality and effectiveness of its workers. The study which is non-experimental and cross-sectional survey examined work-family role interface conflict and organizational climate as correlates of teamwork effectiveness among industrial workers in Nnewi, South-East, Nigeria. Using a non-purposive sampling technique, a total number of two hundred and forty (240) industrial workers were selected from Chicason Groups of companies located at the commercial hub of Nnewi, Anambra State, Nigeria. The participants comprised of 143 (59.5%) males and 97 (40.5%) female industrial workers. Modified Teamwork Effectiveness Questionnaire (MTEQ), Work-Family Conflict and Family-Work Conflict Scale (WFC), and Organizational Climate Scale (CLIOR) were used to collect data from the participants. Pearson Product Moment Correlation (PPMC) was used to analyze the relationship between the variables of study while multiple regression was utilized to evaluate the independent and joint predictions of the predictor variables. Results of the multiple regression demonstrated that work-family role interface conflict negatively predicted teamwork effectiveness [β = -.24; p<.01] while perceived organizational climate showed significant positive prediction on teamwork effectiveness [β = .37; p<.01] among the industrial workers. Based on the findings of the study, it is recommended that organizational climate of the organization should be harnessed to the extent that it reflects reward for hardworking employees and create an atmosphere that make employees feel as an integral part of the organization while achieving the organizations goals and objectives.

Counterproductive workplace behaviors such as stealing, sabotage, fraud, sexual harrassment, etc are pervvasive in workplaces and deleterious to organizational functioning and effectiveness. Lately, the behaviors have attracted the interest of organizational researchers beacuse of its negative to organizational effectiveness. The behaviors which have cost organizations enormous financial losses (Lawrence & Robinson, 2007) tend to unermine the well-being of organizations and their members. Studies have shown that the behaviors constitute a serious threat to organizational functioning in many countries. In developing countries such as Nigeria where data many not be available, the losses to the behavior could be staggering and bewildering. For instance, Igbe (2017) reports that faculty members of Nigerian universities indulge in such counterproductive behaviors as corruption, incivility, extortion, selling of marks, sexual harrassment etc. The beviors are stressful to organizations; compromise the quality of organizational life and cause material damages and in the aggregate hurt the reputation of organizations.

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This study examined the roles of collaborative shiftwork schedule and procedural justice as predictors of clinical decision-making in managed care practice among a selected sample of health workers in Abuja, Nigeria. The study was survey design conducted among 197 healthcare workers were selected using convenient sample from public and private healthcare institutions in Abuja. The Bergen Shift Work Sleep Questionnaire (BSWSQ) developed by Flo et al. (2012) was used to assess shiftwork collaborative scheduling. Procedural justice was measured using the Procedural Justice Scale (OJS) developed by Niehoff and Moorman (1993). While The Clinical Decision-Making Survey (CDMS) developed by Ferrell et al. (1991) was used to measure clinical decision-making. The result revealed that shiftwork did show significant relationship with clinical decision-making among psychiatric nurses [r (197) = .451, p <. 01]. Results from the multiple regression showed that procedural justice significantly predicted clinical decision-making among healthcare workers [? = .331, p <0.01]. The result of this study suggest that healthcare workers who engage in shift-schedule with a high perception of procedural justice have higher propensity to provide enhanced clinical decision-making at the workplace. The Nigerian healthcare reforms and policies should be reviewed, specifying issues relating to collaborative shiftwork for healthcare workers.