CHAPTER ONE
1.1
BACKGROUND OF THE STUDY
Relationships between employees and
management are of substantial value in any workplace. Human relations is the
process of training employees, addressing their needs, fostering a workplace
culture and resolving conflicts between different employees or between
employees and management. Understanding some of the the ways that human
relations can impact the costs, competitiveness and long-term economic
sustainability of a business helps to underscore their importance.Human
relations in the workplace are a major part of what makes a business work.
Employees must frequently work together on projects, communicate ideas and
provide motivation to get things done. Without a stable and inviting workplace
culture, difficult challenges can arise both in the logistics of managing
employees and in the bottom line. Businesses with engaging workplaces and a
well-trained workforce are more likely to retain and attract qualified
employees, foster loyalty with customers and more quickly adapt to meet the
needs of a changing marketplace.The quality of workplace relations is critical to
employee retention. Employee retention may seem trivial — especially in a
workplace that is used to a high turnover — but managers must remember that
turnover is financially very costly. Every new employee requires a substantial
investment of time and energy in their recruitment and training. In addition,
severing ties with old employees can sometimes be challenging, especially if
the circumstances are not particularly amicable. Making sure quality employees
remain interested and engaged in the business requires patience, compassion and
flexibility, but can actually make the business more financially
sound.Workplace relationships provide a source of employee motivation, which is
important to maintaining productivity. Employees who are interested in their work
and in the well-being of other employees tend to be more productive than those
who are not. This productivity pays obvious financial dividends to the company,
as it can get more done in less time with fewer costs. Building relationships,
by both recognizing an employee’s value to the company and a concern for their
needs, often goes a long way.The modern business environment often rewards
businesses that are able to quickly develop products that meet changing
consumer needs. In some industries — such as technology, for example —
employees’ ability to come up with effective new ideas is often the difference
between the entire company’s success and failure. According to Sallyport
Magazine, research shows that creativity is based to large degree in social interaction.
Employees’ creativity is often dependent on their ability to communicate with
other employees and share ideas. Without quality workplace relationships,
employees are less likely to be able to develop and share the solutions that a
business needs to survive.The research therefore seek to provide an evaluation
of human relation on worker productivity
1.2 STATEMENT OF THE PROBLEM
One of the most significant
developments in recent years has been the increased importance of interpersonal
skills in almost every type of work setting. For many employers, interpersonal
skills represent an important category of transferable skills a worker is
expected to bring to the job. Technical ability only is usually not enough to
achieve career success. Studies indicate that many people who have difficulty
in obtaining or holding a job possess the needed technical competence but lack
interpersonal competence.Owners and managers of profit and nonprofit
organizations define human relations as fitting people into work situations so
as to motivate them to work together harmoniously. The process of fitting
together should achieve higher levels of productivity for the organization,
while also bringing employees economic, psychological, and social satisfaction.
Human relations covers all types of interactions among people—their conflicts,
cooperative efforts, and group relationships. It is the study of why our
beliefs, attitudes and behaviors sometimes cause interpersonal conflict in our
personal lives and in work-related situations.HOWever,Many organization do not
give importance to this aspect of work place condition. They neglect the aspect
of human relation both between management and staff and between co –workers,
through in effective communication channel, lack of cooperation and
integration, unresolved complaints and conflict and maintain more of a
rigid formal work environment that do
not enhance worker motivation and commitment. Therefore the problem confronting
this research is to provide an
evaluation of human relation on worker productivity
1.3 RESEARCH QUESTION
What is the nature of human relation
and its effect on worker productivity
What is the nature of human relation
and its effect on worker
productivity in union bank
1.4 OBJECTIVE OF THE STUDY
TO determine the nature of human
relation on worker productivity
TO determine the nature of human
relation on worker productivity in Union BANK
1.5 SIGNIFICANCE OF THE STUDY
The study shall re –invent the culture of interpersonal
relationship work skill in the organization
as
a necessary tool for fostering unity , cooperation, problem sharing and
solving, communication and integration of workers in the organization
it shall also serve as a good source
of information for managers and institutions.
1.6 STATEMENT OF HYPOTHESIS
1
HO Staff productivity in union
Bank is low
Ho
staff Productivity in Union Bank is high
2
Ho Human relation in union Bank is low
HI Human
relation in UNION BANK
is high
3
Ho impact of human relation on
staff productivity in Union Bank is low
Hi impact of human relation on staff productivity in Union Bank is high
1.7 SCOPE OF THE STUDY
The study focuses on the evaluation of human relation on worker productivity
with a case study of UNION BANK PLC
1.8 DEFINITION OF TERM
HUMAN RELATION DEFINED
Human relations movement refers to
the researchers of organizational development who study the behaviour of people
in groups, in particular workplace groups and other related concepts in fields
such as industrial and organizational psychology. It originated in the 1930s’
Hawthorne studies, which examined the effects of social relations, motivation
andemployee satisfaction on factory productivity. The movement viewed workers
in terms of their psychology and fit with companies, rather than as
interchangeable parts, and it resulted in the creation of the discipline of
human resource management.Elton Mayostressed the following:The power of natural
groups, in which social aspects take precedence over functional organizational
structures.The need for reciprocal communication, in which communication is two
way, from worker to chief executive, as well as vice versa.The development of
high quality leadership to communicate goals and to ensure effective and
coherent decision making
MENTAL PERCEPTION
Mental perceptions are influenced by
everything that has passed through an individual’s mind. That includes all of a
person’s experiences, knowledge, biases, emotions, values, and attitudes. No
two people have identical perceptions because no two people have precisely the
same experiences.
ETHICS
Ethics refer to moral rules or
values governing the conduct of a person or group. Perhaps more than anything
else, an individual’s adherence to values related to what is morally right
determines the respect that others hold for that person. Lack of respect for
one individual by another is likely to lead to poor human relations between the
two.
PERSONALITY
An individual’s personality is the
totality of complex characteristics, including behavior and emotional
tendencies, personal and social traits, self-concept, and social skills. The
objective of many training sessions for employees and supervisors is to improve
a person’s ability to get along with others. A person’s personality has a major
impact on human relations skills.
ATTITUDE
An attitude is a mental position one
possesses with regard to a fact, issue, or belief. Attitudes that often present
problems in the workplace are those that concern biased and prejudiced
viewpoints. Generally, employees who possess positive attitudes and who are
open-minded are judged to have more desirable personalities than those with
negative attitudes who hold biased viewpoints.
COMMUNICATION
Good communication is essential for
the smooth functioning of any organization. Managers need clear lines of
communication to transmit orders and policies, build cooperation, and unify
groups. Employees must be able to convey their concerns or suggestions and feel
that management has heard them. Clear communication among co-workers is vital
to good teamwork, problem solving, and conflict management. In short, effective
human relations is founded on good communication.
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