Organisations that are successful at implementing employee-involvement practices use a strategy to achieve a match between the practices and the organisation’s culture (i.e., its unique values, beliefs and mission). Today’s competitive environment requires that industries succeed in sustaining full production capabilities, while minimizing capital investment. From a maintenance perspective, this means maximizing equipment reliability (i.e. achieving maximum uptime), while extending the plant’s life. This proactive approach needs a total planned quality maintenance (TPQM) programme, the systemising of all (i.e. preventive, predictive, and planned) maintenance, plus the control of maintenance quality. As the global marketplace becomes more competitive, such advantages are necessary in order to maintain the long-term corporate economic health. The strategic dimensions of maintenance management form the basis for wise decision-making which can be performed during any phase of the system’s life, but probably sooner than later. Organisational design, maintenance methodology, adequate support systems, corporate culture and general management have been identified as necessary factors for the effective maintenance in Nigerian electric-power stations. The relevant factors are human-data information flow and having an excellent learning organisation. Tsang [4] maintains that understanding the behaviour of personnel at work as well as the conditions for enhancing group effectiveness will produce superior organisational designs that stimulate people’s minds and create an internal commitment to the enterprise. Due consideration of these factors will also increase the chances of success when faced with rapid change. The maintenance strategy should contain considerations of the following elements: