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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