Employer-Employee Relationship and Job Satisfaction in Selected Public Service Organizations
Chapter One
OBJECTIVE OF THE STUDY
The study in general seeks to assess employer-employee relationship and job satisfaction in selected public service organizations. Specifically, it is geared:
- To examine the importance of employee-employer relationship
- To determine the extent to which employee-employer relationship improves job satisfaction.
- To assess if there is any significant effect of the employee-employer relationship on the productivity of the public service organization
CHAPTER TWO
REVIEW OF LITERATURE
INTRODUCTION
Our focus in this chapter is to critically examine relevant literature 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
CONCEPTUAL FRAMEWORK
EMPLOYER- EMPLOYEE RELATIONS
According to Gennard & Judge (2005), “employee relations is a study of the rules, regulations, and agreements by which employees are managed both as individuals and as a collective group, the priority given to the individual as opposed to the collective relationship varying from company to company depending upon the values of management. As such it is concerned with how to gain people’s commitment to the achievement of an organization’s business goals and objectives in a number of different situations…”. Appropriate employer-employee relation- ship practices in businesses are beneficial as they provide better solutions to conflicts, business process and performance issues (Vickers-Willis, 2008). It enables better working conditions for efficiency, satisfaction, participation, retention, compliance, commitment, etc., thus avoiding any unnecessary employer- employee related issues. In order to establish strong rela- tionships and achieve organizational growth, several studies have listed several drivers for business organizations. In his psychological contracts, Schein identified the existence of an implicit contractual relationship between employers and employees from a series of assumptions about the nature of their relationship. He assumed employees will be treated honestly today because they build stronger and successful relationships. Professional presentation of oneself gives him a powerful edge over the competition. Business owners must have a combination of confidence, competence, attitude, manners, and communication. These are heightened by a refined executive image; knowing what to do, how and when to do it. The ability to communicate and get your message across. Good communication skills will enable business owners to convey important information that affects the organization directly or indirectly. They should never be tongue-tied, know what to say, and say it. The ability to persuade others and influence their behaviors, attitudes, opinions, and beliefs. Business owners are encouraged to use the authority and systems they have in their organization to persuade and influence staff to work efficiently and effectively to ensure that the organizational goals are met and good relationships are maintained. The ability to use power. Business owners must use the power they have to influence staff but must not act in an intimidating manner. However, power must not be abusively used as power corrupts and absolute power corrupts absolutely Employers do not only hire workforce but also start new relationships. They often work in close relations, thus develops relationships. Managing relationships is very critical to the success or failure of the organization (Demirbag, Collings, Tatoglu, Mellahi, & Wood, 2014; Keeble-Ramsay & Armitage, 2014; Persson & Wasieleski, 2015; Sparrow & Makram, 2015; Wilkinson, Dundon, Donaghey, & Townsend, 2014). Most often, employer-employee relationships may contribute to the achieve- ment of organizational goals or otherwise (Atkinson & Sandiford, 2016; Boxall, Guthrie, & Paauwe, 2016; Caza, McCarter, & Northcraft, 2015; Dobbins & Dundon, 2015; Dundon & Dobbins, 2015; Felstead, Gallie, Green, & Inanc, 2015; Heffernan & Dundon, 2016; Pratono & Mahmood, 2015).
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.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitute of individuals or elements that are homogeneous in description.
This study was carried out to examine employer-employee relationship and job satisfaction in selected public service organizations using FIRS, Abuja . Staff of FIRS form the population of the study.
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 30 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
SUMMARY
In this study, our focus was to examine employer-employee relationship and job satisfaction in selected public service organizations using FIRS Abuja as a case study. The study specifically was aimed at highlighting the importance of employee-employer relationship, determine the extent at which employee-employer relationship improves job satisfaction and assess if there is any significant effect of employee-employers relationship on the productivity of the public service organization. The study adopted the survey research design and randomly enrolled participants in the study. A total of 30 responses were validated from the enrolled participants where all respondent are drawn from active staff of FIRS.
CONCLUSION
Based on the finding of this study, the following conclusions were made:
- The employee-employer relationship is important for the job satisfaction in selected public service organizations.
- Employee-employer relationship improves organizational productivity
- There is a significant effect of employee-employers relationship and the job satisfaction in selected public service organizations.
RECOMMENDATION
Based on the responses obtained, the researcher proffers the following recommendations:
- That employers must understand the human aspect of their businesses and act as social architects who can work across functions and levels, continuously improving business processes and fostering a favorable atmosphere for risk-taking, innovation, commitment, quality, self-improvement and self-directed team- work.
- That there must be mutual respect between the employer and the employee in other for the organization to perform better.
REFERENCES
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