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
Certification ii
Acknowledgement iii
Abstract iv
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
conflicts 33
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
References 57
Questionnaire
ABSTRACT
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.
CHAPTER ONE
INTRODUCTION
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.
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