CHAPTER
ONE
INTRODUCTION
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 QUESTIONS
1. What is the nature of human
relation and its effect on worker productivity?
2. What is the nature of human
relation and its effect on worker
productivity in union bank?
1.4 OBJECTIVE OF THE STUDY
1. To determine the nature of human relation on worker productivity
2. 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
Hi 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
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
and employee 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
Mayo
stressed 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.
REFERENCES
Bruce, Kyle. "Henry S.
Dennison, Elton Mayo, and Human Relations historiography."Management &
Organizational History
2006, 1: 177–199.
DuBrin, A J (2007). Human
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Prentice Hall. p. 2.
Taneja,
S, Pryor, M G & Toombs, L A 2011, ‘Frederick W. Taylor's Scientific
Management Principles: Relevance and Validity’, Journal of Applied Management
and Entrepreneurship, Vol 16, No 3, pp 60-78.
Taneja, S, Pryor, M G,
Humpheries J H & Toombs, L A (2011)."Where
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