EFFECT OF HUMAN RELATION PRACTICES ON EMPLOYEE PERFORMANCE
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EFFECT OF HUMAN RELATION PRACTICES ON EMPLOYEE PERFORMANCE
Chapter one
INTRODUCTION
1.1. Background for the Study
The primary goal of every organisation, commercial or public, is to achieve organisational success. Employees are critical to organisational success. Organisations recognised the value of human resources and attempted to attract, retain, and motivate them in order to achieve organisational goals.
According to Onah (2014), the most successful organisations distinguish themselves by how they manage human resources. Organisations now prioritise employee satisfaction, retention,
work enrichment, and job design in order to retain people loyal to the organisation (Abid et al, 2013). Human relations practices are a crucial aspect that has a considerable impact on employee performance.
Manpower refers to the entire number of available workers in an organisation. According to Ojohwoh (2011), manpower is an essential component of any enterprise, whether it be industrial, commercial, or educational. Manpower plays a critical part in the long-term success of any organisation or enterprise.
Manpower is the foundation of all resources employed, and it is the vital way of converting other resources to mankind’s use and benefits, therefore how well we develop and manage human resources is critical in determining how much will be accomplished as an organisation and a nation;
Human relations practices are critical to any organisation since they address how best to keep people comfortable in their employment, resourceful, and versatile; this is supposed to enable optimal and continuous performance of their assigned responsibilities in an efficient and effective manner. The preceding is critical considering the nature of human existence in modern times (Ajieh, 2014).
Employee motivation and satisfaction are strongly influenced by the nature and qualities of their jobs. Research has demonstrated that job design, content, and organisation influence both productivity and employee motivation and morale.
Human relations techniques are one of the most effective methods for improving an employee’s performance. An effective human relation brings about involvement of an employee in work related activities.
Theories of human relations have typically focused on developing or changing the nature of an employee’s employment in order to improve their psychological state and thus their performance outcomes.
Organisations can utilise methods like staff training or performance appraisals to effectively affect performance (Wright, Gardner, and Maynihan, 2003). Employee performance is critical to an organisation; consequently, organisations must understand how employees perceive and react to human resource policies (Beijer, 2014; Nishii and Wright, 2007).
The goal of human resource practices is to improve employee performance and eliminate employee problems such as grievances. According to Saraswathi (2010), manpower development in the organisational context is a process by which employees of an organisation are helped in a continuous
planned ways to acquire or sharpen capabilities required to perform various functions associated with their current or expected future roles; develop their general capabilities as individuals; and discover and exploit their own inner potentials for their own and/or organisational development processes; and develop an
Without a doubt, in this advanced age of development and technological progress, manpower must be trained to face the demands of modern technology, necessitating the use of human resource techniques. Manpower that has been trained and developed is critical to the efficiency and success of the Opobo Nkoro Council.
1.2. Statement of the Research Problem
Human resources (manpower) are regarded the most important aspect of every organisation. Employees in every organisation want to feel fulfilled in their jobs. Today’s human resource management practices are a distinct approach to employment management that seeks to gain a competitive edge through the strategic development of well-motivated and competent employees through the use of an integrated set of cultural, structural, and human resource strategies.
The fact that human resource practices are available or that employees use them does not mean that they believe they are useful in improving their performance (Van de Voorde and Beijer, 2015).
In Opobo Nkoro Council, the capacity to acquire and preserve a competitive edge is dependent on employees’ commitment to fulfil their tasks efficiently. Against this backdrop, the researcher considered the study of the impact of human relations practices on employee performance at Opobo Nkoro Council.
1.3. Study Objectives
The purpose of this study was to determine the impact of human relations practices on employee performance at Opobo Nkoro Council. Specific aims are to:
Investigate the relationship between human relations practices and employee performance at Opobo Nkoro Council.
Investigate the effect of employee performance on Opobo Nkoro Council output.
1.4. Research Questions.
This study will be led by the following research questions.
Is there a link between human relations practices and employee performance at Opobo Nkoro Council?
What are the effects of staff performance on Opobo Nkoro Council output?
1.5. Research hypotheses
The investigation is guided by the following hypotheses.
H0: Human relations practices have little impact on staff performance at Opobo Nkoro Council.
H0: Employee performance has no impact on Opobo Nkoro Council’s production.
1.6. Significance of the Study
The importance of human relations practices to the success or growth of any organisation is explained. This study uses empirical methods to analyse the impact of human relations practices on employee performance in the Opobo Nkoro Council.
This research will be valuable to the Opobo Nkoro Council. It will educate it the importance of human relations practices and the guidelines for appropriate human relations practices in order to obtain the most value out of employees.
This study will be extremely important to investors, the government, and scholars since it will make policy suggestions. It is envisaged that the investigation of Opobo Nkoro Council will give the government with a comprehensive understanding of the public sector’s activities. It will add to the existing literature on the subject. This study will be beneficial to:
Members of the academic community will find the study useful because it will serve as a foundation for future research and a reference tool for academic work.
Government: This study will expose to the government what is happening in the public sector. Formulating and implementing policies based on these findings would secure the area’s development.
Investors: This study will also benefit investors, particularly those with a research interest, as it will drive their private investment selections.
1.7. Scope of the Study
This study will look at how human relations practices affect employee performance in the Opobo Nkoro Council in 2020.
1.8. Operational Definitions of Terms
The terms listed below have been defined operationally.
Employee performance refers to how employees act in the workplace and how well they carry out the job obligations assigned to them.
Manpower refers to the entire number of available workers; the workforce. This implied the total number of employees at Opobo/Nkoro council.
Human relations: it discusses the informal relationships between employers and employees and is more concerned with the moral and psychological aspects of an organisation than the legal aspects. It is concerned with interpersonal relationships, notably in the workplace.
Human resource management is the process by which organisations manage and develop their employees in order to successfully carry out the organization’s missions and goals. It refers to the manner the Opobo/Nkoro council oversees its employees.
1.9. Structure of the Study
The study is organised into five chapters. The first chapter is an introduction, which includes the study’s history, statement of problem, research questions, research hypotheses, study objectives, the study’s importance, scope and constraints, and lastly the study’s organisation.
The second chapter is a survey of the literature, which includes conceptual, theoretical, and empirical material, as well as the theoretical framework.
The third chapter discusses research methodology, which includes research design, study population, sample size, sampling strategy, data collection method, data analysis instrument, data analysis method, and instrument validity/reliability.
The fourth chapter presents and analyses data, as well as discusses the findings. Chapter five includes a summary, conclusion, and recommendations.
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