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BUSINESS ADMINISTRATION

EMPLOYEE PERFORMANCE AND HUMAN RELATIONS PRACTICES

EMPLOYEE PERFORMANCE AND HUMAN RELATIONS PRACTICES

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ABSTRACT

This empirical y investigated the impact of human relations practices on employee performance in Opobo Nkoro Council. This y aimed to determine the relationship between human relations practices and employee performance in Opobo Nkoro Council, as well as the effect of employee performance on the output of the organization. The scope of the y is Opobo Nkoro Council’s utilization of its workforce in 2020; Human Relations Theory was employed as a theoretical framework. This y employs a survey research approach, and the population of interest is the entire personnel of Opobo Nkoro Council. 150 employees were selected as the sample size, and cluster sampling is utilized. The questionnaire is the instrument utilized in this investigation. The data acquired came from original sources. Chi-square was utilized to examine the hypotheses. According to the data , there is a correlation between human relation practices and employee performance in Opobo Nkoro Council, and employee performance affects the output of the organization. As a result of the findings, it was recommended that organizations ensure proper human resource practices. Inadequate human resource practices have a negative impact on employee performance, so management should ensure that employees are satisfied with their jobs. Employee performance determines organizational output, so organizations should employ all feasible methods for improving employee performance. The y finds that human relations have a favorable effect on public sector employee performance.

Human relations practice, employee performance, Opobo-Nkoro council, and the public sector are key terms.

FIRST PART

1.1. Background of the Study

Every organization, whether private or public, has as its primary purpose the achievement of organizational success. Employees are vital to the success of a firm. Organizations have recognized the significance of and have endeavored to recruit, retain, and inspire them in order to achieve their objectives. According to Onah (2014), what differentiates the most successful organizations is their . Today, organizations place a greater emphasis on employee happiness, retention, work enrichment, and job design in order to maintain employee loyalty (Abid et al, 2013). Human relations practices are an essential aspect that has a substantial effect on employee performance.

Manpower is the sum of all available employees inside an organization. Ojohwoh () asserts that labor is important to any institution, whether industrial, commercial, or educational. It is impossible to overstate the significance of human capital to the long-term viability of any firm or enterprise. Manpower is the foundation of all resources and the vital method of converting other resources to mankind’s use and advantage; therefore, how well we develop and manage is crucial to determining how much an organization and a nation will accomplish. Human relation practices are of the biggest importance to any firm, as they deal with how to keep people comfortable in their positions, resourceful, and versatile; this is to assure optimal and ongoing execution of their assigned duties. Given the nature of human existence in modern times, the preceding is of crucial importance (Ajieh, 2014).

The nature and characteristics of a worker’s employment have a significant impact on motivation and job satisfaction. According to research, the design, substance, and organization of work have an impact on productivity, employee engagement, and morale. Human relations techniques have been one of the most effective methods for enhancing the performance of employees. Effective human relations encourage employee participation in work-related activities. Human relations theories have typically focused on developing or altering the nature of employees’ jobs in order to improve their psychological state and, consequently, their performance outcomes. To effectively affect employee performance, organizations can utilize methods such as training and performance reviews (Wright, Gardner and Maynihan, 2003). Employee performance is critical to an organization’s success; hence, it is essential for firms to comprehend how employees perceive and react to human resource procedures (Beijer, 2014; Nishii and Wright, 2007).

The purpose of human resource practices is to enhance employee quality and reduce employee issues such as grievances. According to Saraswathi (2010), manpower development in the organizational context is a process by which the employees of an organization are assisted in a continuous, planned manner to acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development processes; and develop an understanding of the organization’s mission, goals, and objectives.

In this advanced age of development and technological advancement, it is unquestionable that must be developed to meet the difficulties of modern technology; therefore, human resource practices are essential. For Opobo Nkoro Council to be efficient and effective, trained and well-developed human capital is important.

1.2 Description of the Research Problem

Human resources (manpower) are regarded as the most crucial aspect of every firm. Every employee in every firm desires to achieve job satisfaction. Human resource management practices of the present day are a novel approach to employment management that aims to achieve a competitive advantage through the strategic improvement of well-dedicated and competent employees using an integrated set of cultural, structural, and human resource techniques.

The availability of human resource practices or the fact that employees utilize them does not indicate that employees see the practices as effective for their performance (Van de Voorde and Beijer, ). The ability to develop and maintain a competitive edge at Opobo Nkoro Council is contingent on the willingness of employees to do their tasks competently. In light of this, the researcher decided to investigate the impact of human relations practices on employee performance in Opobo Nkoro Council.

1.3. Aims of the research

This y aimed to determine the impact of human relations practices on employee performance at Opobo Nkoro Council. The particular aims are to:

Examine the correlation between human relations practices and employee performance in the Opobo Nkoro Council.
Determine how employee performance affects Opobo Nkoro Council output.
1.4. Research Concerns

The following research questions will serve as the basis for this y:

Exists a correlation between employee performance and human relations procedures in Opobo Nkoro Council?
What effects does employee performance have on the output of Opobo Nkoro Council?
1.5. Investigative Hypotheses

The research is based on the following hypotheses:

Human relation procedures at Opobo Nkoro Council have little effect on employee performance.

Employee performance has little effect on the output of Opobo Nkoro Council.

1.6. of the Research

The critical nature of human relation practices to the success or growth of any organization is given. This y is conducted empirically to determine the impact of human relations practices on employee performance in Opobo Nkoro Council. This research will be essential for Opobo Nkoro Council. It will instruct them on the significance of human relations practices and how to implement them correctly in order to get the most out of their personnel.

This research will be of the utmost relevance to investors, the government, and the researchers, as it will provide policy suggestions. The government hopes that the exploration of Opobo Nkoro Council would provide a comprehensive view of public sector operations. It will add to the existing body of literature on the subject. This research will be useful to;

Academia: Academia members will find the y relevant because it will serve as a basis for future research and a reference tool for academic publications.

This y will inform the government about developments in the public sector. Formulation and implementation of policies based on these findings would guarantee the region’s development.

This y will also be useful for investors, particularly those with a research interest, as it will inform their private investment decisions.

1.7. Range of the Research

In 2020, this y aims to investigate the impact of human relations practices on employee performance in the Opobo Nkoro Council.

1.8. Definition of s for Operations

The following terms have been operationally ded.

Employee performance refers to how people conduct themselves in the workplace and how well they carry out their assigned responsibilities.
Manpower is the sum total of all available workers; the labor force. This implied the entire number of Opobo/Nkoro council personnel.
Human relations explain the informal relationships between employers and employees and are more concerned with the moral and psychological aspects of an organization than the legal aspects. It includes interpersonal relationships, especially in the workplace.
Human resource management is the process through which organizations manage their employees and help them grow in order to achieve their missions and goals. It pertains to how the council of Opobo/Nkoro controls its personnel.

 

1.9. Design of the Research

This y consists of five chapters. The first chapter is the introduction, which includes the y’s context, problem statement, research questions, research hypotheses, aims, importance, scope, and constraints, as well as the y’s structure. The second chapter examines the literature review, which includes conceptual literature, theoretical literature, empirical literature, and a theoretical framework. The third chapter describes the research methodology, including research design, population of y, sample size, sampling strategy, method of data collecting, instrument of data , method of data , and instrument validity/reliability. The fourth chapter contains the presentation and of data, as well as a discussion of the findings. The fifth chapter contains a summary, conclusion, and recommendations.

EMPLOYEE PERFORMANCE AND HUMAN RELATIONS PRACTICES

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