The Effect of Human Relations on the Performance of an Organization
CHAPTER ONE
OBJECTIVES OF THE STUDY
- To find out the effects of human relations’ practice towards the achievement of organizational goals.
- To examine whether human relations has impacts on workers performance.
- To establish whether human relations is determinant in employees retention in an organization.
CHAPTER TWO
REVIEW OF LITERATURE
INTRODUCTION
Our focus in this chapter is to critically examine relevant literatures that would assist in explaining the research problem and furthermore recognize the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps.
Precisely, the chapter will be considered in three sub-headings:
- Conceptual Framework
- Theoretical Framework and
- Empirical Review
CONCEPTUAL FRAMEWORK
Conceptual Meanings Of Human Relations
The concept of human relations is used today in organizations to denote a systematic body of knowledge devoted to explaining the behaviour of man in relations to task performance in organization. Onasanya (1990) defines human relations as the relationship between one person and another and a group of people within a community whether at work or social gathering. He went further to state that good human relations between executives and other staff will leads to an understanding which can generate cooperation and hence attainment of organizational productivity. The executive and subordinate staff will have to maintain sound relationship with people at different levels.
According to Hicks and Byers (1972), human relations is an integration of people into work situation in a way that motivates them to work together productively, cooperatively and with economic, psychological and social satisfaction. They went further to say that many factors influence a person’s behaviour and attitude such as age, sex, appearance, health, emotion, environment, education, religion, nationality and culture. They also influence reaction of others to the individual and moreso, frustration makes people to be disagreeable.
Amune (1988) defines human relations as the interaction of people into a work collectively, productivity and bring about social satisfaction. He went further on to define human relations as the study of human problem arising from organizational and inter-personal relation in industry especially with reference to the employer-employee relationship and the interaction between personal traits, group membership and productive efficiency.
Human relations in the view of Harding (1983) is an existing aspect of workers meeting new people of all kind, such meeting will broaden their own horizon and hopefully other people derive pleasure from meeting them. Jones et’ al (2005) assert that Human relations movement advocates the idea that supervisors are behaviourally trained to manage subordinates in ways that elicit their cooperation and increase their productivity. The key element in human relations is its basic objective of making organizational members feel useful and important part of the system over all effort. This process is viewed as the means of building a cooperative and participative workforce.
The human relations dimension is derived from an organic or natural view of organizations, which are seen as political arenas where multiple stakeholders and coalitions interact and where emphasis is placed on the satisfaction of stakeholders’ needs and on activities required by the organization to survive (De Simone, 2014). The sub climate dimensions that represent this dimension include autonomy, integration, involvement, supervisory support, (Patterson et al., 2005). Autonomy is related to job design. Autonomy is all about allowing employees to enjoy more freedom and independence with regard to the work that they do and the procedures that they use. When employees feel that management trusts them to take the initiative and make their own work-related decisions they tend to be more motivated to do a good job and receive good feedback. Previous studies have used job autonomy to predict work outcomes. These researches describe that job autonomy became the critical antecedent for many positive work outcomes. Langfred and Moye (2004) found the positive effects of job autonomy on job performance. Job autonomy enhances performance because a worker with high job autonomy will perceive that he/she trusted to perform the task.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of thirty six (36) questionnaires were administered to respondents of which only thirty (30) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 36 were validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
SUMMARY
In this study, our focus was to examine the effect of human relations on the performance of an organization, using Nigerian Institute for Trypanosomiasis Research, Kaduna as a case study. The study specifically was aimed at finding out the effects of human relations’ practice towards the achievement of organizational goals, examine whether human relations has impacts on workers performance, and establish whether human relations is determinant in employees retention in an organization.
This study was anchored on the Human Relation Theory.
The study adopted the survey research design and conveniently enrolled participants in the study. A total of 30 responses were received and validated from the enrolled participants where all respondent are drawn from the staff of Nigerian Institute for Trypanosomiasis Research, Kaduna.
CONCLUSION
Based on the finding of this study, the following conclusions were made:
- Human Relations affects the achievement of organizational goals
- A good human relations has effect on workers’ performance.
- Human Relations is determinant in employees retention in an organization.
RECOMMENDATIONS
In the light of the findings and conclusions, the following recommendations are hereby proposed:
- Management of organizations should ensure that there is effective human relations between management and employees. This leads to the easy achievement of organizational goals as tasks will be executed effectively and as at when due.
- Effective and a good human relationship should be ensured within the staff as this will lead to a healthy working environment devoid of toxicity.
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