MANAGEMENT-EMPLOYEES’ RELATIONSHIP AND ORGANIZATIONAL PERFORMANCE (A STUDY OF SELECTED COMPANIES IN PORT HARCOURT)
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MANAGEMENT-EMPLOYEES’ RELATIONSHIP AND ORGANIZATIONAL PERFORMANCE
(A STUDY OF SELECTED COMPANIES IN PORT HARCOURT)
TABLES OF CONTENTS
Title Page i
Table of Contents v
CHAPTER ONE: INTRODUCTION
1.1 Background of the study 1
1.2 Statement of the problem 3
1.3 Objectives of the study 5
1.4 Research questions 5
1.5 Research hypothesis 6
1.6 Significance of the study 7
1.7 Scope of the study 7
1.8 Limitation of the study 8
1.9 Definition of terms 8
1.10 Organization of the study 10
CHAPTER TWO: LITERATURE REVIEW
2.1 Management employee relationship in organizations 10
2.2 Human relations management 15
2.3 The new public management 20
2.4 Employee participation in decision making 23
2.5 Determinants of a good management employee relation 29
2.6 Management employee conflicts 31
2.7 Approaches and recommendation to management employee
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research design 37
3.2 Population of the study 37
3.3 Sample procedure I sample size determination 38
3.4 Data collection method 39
3.5 Operational measures of the variables 40
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND SUMMARY OF FINDINGS
4.0 Data presentation and analysis 41
4.1 Questionnaire distribution and collection 41
4.2 Data presentation and analysis 42
4.3 Testing the hypotheses 47
4.4 Discussion of finding 53
CHAPTER FIVE: DISCUSSION OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 Discussion of findings 55
5.2 Conclusion 55
5.3 Recommendation 56
This study examined management-workers relationship on organizational growth. A survey of selected manufacturing companies in Port Harcourt. The main purpose was to find out the relationship that exists between management and employees in organizations. The research design used was descriptive survey. A total of thirty (30) respondents were used, out of which twenty (20) respondents were accessible. The hypotheses were analyzed using spearman’s rank correlation coefficient and simple percentages and frequencies were used in answering the research question. After a critical analysis using the statistical tool above, it was found that there is a relationship between management-employee on organizational growth. Based on the findings, the following conclusions are given the success or failure of an organization depends on how management brings its employees close to the organization so that the goals and objectives of the organization as well as those of its employees are met. And to follow employees participate in decision making in the sense of granting them the right to influence decisions and the recommendations are: management should break the barrier of seeing employee as sub-ordinates and create an environment of trust and loyalty through good personnel policies and building a good relationship with employees by improving employees morale and change readiness.
1.1 BACKGROUND OF THE STUDY
Organizational growth is something for which most companies, larger or small, strive. Small firms want to get big, big firms want to get bigger, indeed, companies have to grow, observed, hillip B. Crosby, author of the eternally successfully organization, “if for no other reasons than to accommodate the increase expenses that develop over the years”. Inflation also raises the cost of everything, and retaliatory price increases are not always possible. Salaries rise and employees gain seniority.
The cost of benefits rises because of their very structure, and it is difficult to take any back, particularly if the enterprise is profitable. Therefore cost eliminations and profit improvement must be concluded in a continuing basis, and the revenues of the organization must continue to increase in order to broaden the base. Most firms, of course, desire growth in order to prosper, not just to survive.
Organizational growth, however, means different things to different organizations. Indeed, there are many parameters a company can select to measure its growth. The most meaningful yardstick is one that shows progress with respect to an organization stated goals.
The ultimate goal of most companies is profit, so net profit, revenue, and other financial data are often utilized as “bottom line” indications of growth. Other business owners, meanwhile, may use sales figures, number of organizations are often faced with difficult, complex problems in a similarly difficult and complex environment. In order to tackle these problems several methods have been proposed in several literatures.
This study will be looking at organizational growth as a function of management-employee relationship towards achieving the growth of the organization.
Management action learning starts from the premise that gained insights are more important for salving problems for which no clear-cut solution exists than pure knowledge, and that managers should therefore be confronted, if possible, with problems in relationship with its employees. If this is accomplished, a better management employee relationship should lead to organizational growth.
What are see in practice however is that when an organization establishes a better management-employee relationship, employee performance are evaluated, which seem to have result in organizational growth.
The study will try to offer solutions for management-employee relationships as it affects the growth of the organization. Though several authors have written about this same topic but there is still lingering problems between management-employee relationships as it affects organizational growth.
Management-employee relationship is a science as old as business itself. The study will also be looking at ways to improve management employee relationship to achieve the growth of the organization as well as that of the employee too.
1.2 STATEMENT OF THE PROBLEM
It is a fact that a good management-employee relationship reflects in the success of the organization. To take it one step further, there is a direct connection between management-employee relationships as regard to organizational growth. Many organizations do not know how to build meaningful management-employee relationship. They also do not know how to collaborate with employee to achieve the desired goals I growth of the organization.
In most organization, the style of management is command and control of employees. Hidden behind this management style is the presence of ear among its employees. It is estimated that sixty-seven percent (67%) of employees working in organizations today hesitate to speak up about their relationship with management because they fear some type of repercussion.
Moreover, given the legacy of mistrust from management many employees expect to experience repercussions even-though there may be no immediate evidence that they actually will occur due to poor government policies on labour matters in the country. A poor management-employee relationship undermines commitment, motivation and the confidence of the employees at work. This affects how employees build meaningful relationship with management towards the growth of the organization and employee work performance.
To move forward, management must break through this barrier to create an environment of trust and loyalty through good personnel policies commitment to work cannot be enforced. Rather, it must come as the product of the enthusiasm that employee feels towards hi job. Some of the symptoms: constant low productivity, constant conflict management and staff conflict, poor growth, lack of innovation, bad company policies, and bankruptcy and high overhead expenses.
If the above factors are constantly present in an organization, then there is a bad management-employee practice which could affect the organization in all aspect of its purpose, mission, definition, objectives which it was established. Therefore, we fundamentally ask to what extent management-employee relationship influence organizational growth does.
1.3 OBJECTIVES OF THE STUDY
The objective of the study is to evaluate or examine the influence of management-employee relationship on organization growth.
The objectives of this study specifically focus on the following:
1. To examine and proffer workable solutions for effective compensation and the overrun organization growth.
2. To determine the major causes of inter-personal conflict between management-employee.
3. The study will serve as reference material for both theoretical and practical purposes; and
4. To make appropriate recommendation on ways to problem-solving decision on management-employee conflicts and to avert these problems in the future.
1.4 RESEARCH QUESTIONS
1. To what extent does management-employee relationship influences organizational growth?
2. To what extent do compensation policies of organizations motivate employees at work?
3. What are the major causes of interpersonal conflicts between management and its employees?
1.5 RESEARCH HYPOTHESIS
The following formulated hypothesis derived from the research question will be tested in this study.
1.6 SIGNIFICANCE OF THE STUDY
There is no doubt that a well presented study of this nature will seek to integrate knowledge at the theoretical level (academic) and a basic framework for understanding the complexities of the organizational environment and ideas regarding the subject matter. Practical, managers will use our findings as decisional input in their management of people at work.
1.7 SCOPE OF THE STUDY
The study, its results and interpretation will be limited to:
Ø The theoretical domain of management-employee relationship on organizational growth rest on human-relations management and organizational effectiveness/efficiency.
Ø The study setting will be on paint manufacturing companies specifically Cap Plc. Limited and Fine Coat Limited all in Port Harcourt.
Ø The level of analysis will be the management, employees at different levels of the organization.
1.8 LIMITATION OF THE STUDY
The major constraints of the study are: combining work and school, finance, time, respondents were reluctant to divulge information and difficulty in gathering data.
1.9 DEFINITION OF TERMS
For the purpose of this research work, the following terms shall be defined:
1. Management: Is the process of managing both human physical resources towards achieved in the goals and objectives of the organization.
2. Employee Relationship: It is critical business process used to better management relationships with, and the working practices and effectiveness of workforce.
3. Organizational Growth: This means different things to different organizations but in this study, organizational growth is defined as the most meaningful yardstick that show progress with respect to an organizational stated goals.
4. Conflict: Is a fight or struggle management or employee are seeking for. It could be in terms of an employee seeking for better welfare package or any organization seeking for a better performance from its employee to increased growth.
1.10 ORGANIZATION OF THE STUDY
This study is organized into five parts: chapter one deals mainly with the introduction, statement of the problem, objectives of the study, research questions, formulating of hypothesis, significance of the study, scope of the study, limitation of the study and definition of terms.
Chapter two reviews related heather in the subject.
Chapter three is designed to give an outline of the method used in the research study, contained in this chapter are the research design, sampling procedure, questionnaire design and data collection.
Chapter four deals with data analysis and findings and in chapter five contains discussions, recommendations and finally conclusions.