Technical Economic System.docx

ACKNOWLEDGEMENTS I wish to appreciate the almighty God spearing our lives and seeing ius through this programs my profound gratitude also goes to my supervisor chief Marshall Edeja M.S.C who despite his tight schedule still creates time to go through this and hence make necessary corrections and advices, that saw this project as a reality. I wish to thank my sponsors Chief Asukwo Mathas, Effiong, Mr. Vijay Prakash, Mrs. Okpa Beatrice, Mr. Nnamdieneh, Mr. Christian Okpa, and Mrs. Stelleneh. Words will not be enough to express my Joy on the supports and encouragement given to me during my days in school. I also want to thank my friends, Sir Meshack, Ma. Debby and my little Grace for their support. I wish you all long life and prosperity.

ABSTRACT The study focused on the effect of human relation on organizational performance (a case study of 7up bottling company plc Aba.) the specific objective of the study were to determine the effect of human relations of the productivity of 7up bottling company plc, Aba, to determine the effect of human relations on the profitability of 7up Bottling Company Plc Aba, investigate the effect of human relations on the labor turnover of 7up Bottling Company plc Aba; Verify the effect of human relations on the customer satisfaction of 7up Bottling Company Plc Aba. In order to obtain the desired result, a total population of 532 and 228 sample size was determined from the various department of 7up Bottling Company plc Aba, Through Taro Yammeh Sample size determination model out of which 206 were validly returned. The data was further analyze and using descriptive survey approach the hypothesis were tested using Z test at 5% to significant level of 1.96 the finding were; human relations has effect on the product unity of 7up bottling company plc Aba; human relation has effect on the profitability of 7up bottling Plc Aba; Human relations has effect on labour turnover of 7up bottling company plc; human relations has effect on the customer satisfaction of 7up bottling company plc Aba. Based on the finding the study concluded that human relations have effect or

organizational performance. Arising from the findings and conclusion, the researcher recommends that; organizations should adopt a leadership style that ensures adequate flow of information to all workers, salaries should be paid and as at when due to avoid industrial action.

CHAPTER ONE INTRODUCTION 1.1

BACKGROUND OF THE STUDY The practice human resource management in its quest towards achieving success through people utilizes array of activities concerned with the aspects of how people are employed and managed in organization. This approach tends to understand how psychological and social process interacts with work situation to influence performance. Human relation is first major approach to emphasis information work relationship and work satisfaction. Human relation encompasses the art and practice of using systematic knowledge of human behaviour to achieve organization and personal objectives. Organizations are made up of individuals, the immediate environment and the public that contributes to the success or failure of the organization. Human relation being a behavioral science which deals with inter personal, inter work group and management of employees relationship in a social system seems to be the only tool for organizational productivity, and development the reason is not farfetched since efforts of Elton mayo and his research colleagues in

the 1920s on behavioural approach to management succeeded to have yielded much more factual analysis in terms of the chicken-egg relationship between human relations and productivity in an organization. The term human relations refer to the whole field of relationship that exists because of the necessary collaboration of men and woman in the employment process of modern industry. It is that part of management which is concerned with the management of enterprise whether machines operator, skilled workers or manager. it deals with either relationship between the state e mployers and workers or organization, or the relation between the occupational, organization themselves Emerole Et al (2012). Human relations involves the integration of people into a work situation a way that motivates them to work together, productively and cooperatively with economic psychological and social satisfaction. This further confirms that paying attention to human element enhances greater productivity and performance. Human relations is a definitive management function which helps to establish and maintain mutual line of communication between an organization and it’s human. It involves, and as well

emphasizes the responsibilities of management to serve the human interest. The concept of human relations is used today in organization to denote a systematic body of knowledge devoted to explaining the behavior of man in relationship to task performance in organization. It is the relationship between one person within a community weather a work or social gathering. A good human relationship between executives and other staff will lead to an understanding which can generate co-operation and hence attainment

of

organizational

productivity

the

executive

and

subordinate, staff will have to maintain sound relationship with people at different levels. The key element in human relations is its basic objective of making organizational members feel useful and important part of the system over all effort. The process is viewed as the means of building a cooperative as the participative work force. Human relations are frequently used as a general term to describe the ways in which managers interest with their subordinate management achieves effectives human relationship by stimulating more and better work as moral and efficiency will deteringrate if human relationship are infective. The human relations movement

grew out of the desire to systematically discover the social and psychological factors that would create effective human relation which in turn can guarantee better employee performance Edeja (2015) human relations is an existing aspect of workers meeting new people of all kind, such meeting will broaden their own horizon and hopefully other people derive pleasure from meeting them for advocates the idea that supervisor are behaviourly trained to manage subordinates in ways that elicit their cooperation and increase their productivity. Human relations is one of the most pervasive techniques for improving employee’s performance and enhancing organization, performance in the work place. Employees are the indispensable asset and key element of gaining competitive advantage of any organization and good relations is essential tool for actualization. Is has further become necessary in view of advancement in modern world to take a critical look at employee relations. The consideration of organizational outcomes of employee relations have become significant

topic

in

employment

relations

human

resource

management (HRM) and related fields. Indeed, over several decades the focus of employee relations has shifted from one of sharing power

and improving workers lights to one of improved organizational efficiencies, performance and other organizational outcomes. The impact of human relations on organizational performance has been identified by various scholars and author to be very crucial to an organization and its effectiveness. In the light of the above organizations are therefore encouraged to build a strong and cordial relationships with their staff to the fullest advantage. In order to enhance their effectiveness Oludoh et al (2013) in Prempeh et al (2017).

1.2

STATEMENT OF THE PROBLEM Human relations is a behavioural management approach that attempt to understand and explain how psychological and social process interacts with formal aspect of the work situation to influence performance. professional

However, status

human

but

it

has

relations been

have

long

discovered

attained

that

most

organizations are not taking full advantages of its efficient utilization when dealing with their publics, due to ignorance or improper understanding

as

to

the

effectiveness

of

the

discipline

to

organizational success which in turn affects the general performance

of an organization. Furthermore, inspite of the glaring importance of human relations in the organization of a organizational goals, one still hears compliant of poor performance of both employees and employers in the organization. Beside employees are resigning from their appointments as a result of executive’s harshness and autocracy, employees having their appointment terminated due to poor performance or failure to perform, organizations are folding up because of low productivity and inability to meet customers demand. Thus the researcher attempt to assume that lack of human relations in an organization may lead to poor productivity decline profitability high labour turnover and poor customer satisfaction.

1.3

OBJECTIVE OF THE STUDY The general objective of the study is to determine the effect of human relations on organizational performance. The specific objectives are to: 1. Determine the effect of human relations on the productivity of 7up Bottling Company Plc. Aba. 2. Determine the effect of human relations on the profitability of 7up Bottling Company Plc. Aba.

3. Investigate the effect of human relation on the labour turnover of 7up Bottling Company Plc. Aba. 4. Verify the effect of human relations on the customer satisfaction of 7up Bottling Company Plc. Aba.

1.4

RESEARCH QUESTIONS 1. Does human relations have any effect of the productivity of 7up Bottling Company Plc. Aba. 2. Does human relations have any effect on the profitability of 7up Bottling Company Plc. Aba. 3. What effect does human relations have on the labour turnover of 7up Bottling Company Plc. Aba? 4. Is there any effect of human relations on the customer satisfaction of 7up Bottling Company Plc. Aba?

1.5

RESEARCH HYPOTHESIS H01: Human relations does not have any effect on the productivity of 7up Bottling Company Plc. Aba. H02: Human relations does not have any effect on the profitability of 7up Bottling Company Plc. Aba.

H03: Human relations does not have any effect on the labour turnover of 7up Bottling Company Plc. Aba. H04: It has no effect on the customers satisfaction of 7up Bottling Company Plc. Aba.

1.6

SCOPE OF THE STUDY The study covered the effect of human relations on organizational performance. The study was limited to 7up Bottling Company Plc. Aba. Abia State in that it will be difficult if not impossible for the researcher to study all the organizations considering the time and financial factors the study specifically tried to measure the link between human relations and such variables like productivity, profitability, labour turnover and customer satisfaction in an organization.

1.7

SIGNIFICANT OF THE STUDY In view of the constant struggle by the organizations to balance both the employees needs and the organizational needs for the effective actualization of set goals, it is expected that the study would be of good benefits to effective, managers, future business establishment

and future researcher. Similarly, the study will help organization to improve on implementing human relations policies so as to enable them control problems facing them from such angle. Infact, this study will serve as eye opener to most organizations, who are yet to embrace the system, thereby enlighten workers (industrial and groups) about the concept of human relations and the effect on productivity. It is hoped that the study would also help executives to improve on the need for good human relations with workers and clients to improve the organizations performance. In addition, the adoption of this new approach to firm’s advancement will improve employee’s

performance,

productivity,

efficiency

as

well

as

employee’s attitude to work. Furthermore, the study will also be of help to those who may want to research into the area by serving as a reference material for future investigation.

1.8

LIMITATION OF THE STUDY The following problems affected the effective conduct of this study. 1. Time: Although the time for the study is quite long out academic demand such as preparation for test, assignments and paper,

presentation took a lot of time for one to go out and source for information. 2. Financial Constraint: This was another limitation which made it uneasy for the materials to be easily assessed at the appropriate time. 3. Lack of Cooperation: Many of the respondents are noncooperative and usually aggressive on issues that border on cooperation among the respondent. 4. Insufficient Research Material: In researcher was constrained by inadequate material needed to execute the work.

1.9

DEFINITION OF TERMS 1. Organization: The interaction of two or more people within some mutual recognized power relationship for some purpose be it formal or informal. 2. Productivity: A measure of how efficiently resources are used as input to bring output in goods and services with minimum time cost. 3. Employee: A person engaged in an employment

under

appointment and receives a reward in turn for service rendered.

4. Group: A collection of individuals who share a sense of common identify contributing towards the achievement of a common goal. 5. Human Relations: A behavioral management approach that attempt to understand and explain how psychological and social process interacts with formal aspect of the work situation to influence performance. 6. Values: These are believes in what is best or good for the organization and what should or ought to happen.

References Edeja, M.S.E (2015) Theories, Principles and processes of managing Organizations. Aba Cheedal Global Prints Limited. Emerole, et al, (2012). Elements of Human Resource Management and human capital management. Aba: Diplomacy Group Prempeh et al (2017) Employee Relations and its effect on organizational performance. Tema International Journal of Multidisciplinary Research and Development.

CHAPTER TWO REVIEW OF RELATED LITERATURE 2.1 CONCEPT OF HUMAN RELATION The availability of resource is a vital need for the survival of any human ventures these include human, material and financial resources, the human component is the most vital. This is because human beings articulate and activate other resources. It is for this reason that (Glueck,1978) cited in (Njoku, 2013) observed that all the activities of any enterprise is initiated and determined by the person who make up the organization. He noted that plants, offices, computers, automated equipment and all else that a modern firm uses will be unproductive expect of human effort and direction. Of all the tasks of management ,managing the human component is the central and most important part, because all else depends upon how well it is done. According to (veinic,2007) cited in (Duah and Danso,2017) the survival of an organization in this competitive society lies on its ability to train its human resource to be creative, innovative who will invariably enhance performance and increase competitive advantage. He further posit that employees are the indispensiable, asset and element of gaining

competitive advantage of any organization and good relations among its actualization. Human or employee relations is one of the most pervasive techniques for improving

employees

performance

and

enhancing

organization

performance in work place.it has further become necessary in view of advancement in modern world to take a critical look at employee relations thus the role played by human relations can no longer be overemphasized. It is also generally agreed that at each level of organizational existence, employee or human relations is critical to adequately prepare them to meet the goals of the organizational outcomes of employee relations has become a significant topic in employment

relations

human resource

management and related field indeed over several decades the focus of human relations has shifted from one of sharing power and improving workers rights to one of improved organizational outcomes such as improved occupational health and safety outcomes and better utilization of employees skills and knowledge for organizational outcomes . positive outcomes for employees have also been identified from employee or human relations. According to (Locke etal, 2007) human relations provides direction and oversight for a variety of non-union staff employment matters, including

leaves of absence, staff employee

grievances

performance and disciplinary issues, staff

including

formal

complaints,

investigation

of

harassment and other workplace miss conduct allegations, all anticipated terminations and unemployment compensation claims. human relations also provides proactive assistance to both employees and supervisors on the interpretation and implementation of policies procedure, and the staff handbook directives. They defined human or employee relations as a study of the rules, regulations and agreements by which employees are managed both as individuals and as a collective group. The priority given to the individual as opposed to the collective relationship varying from company depending upon the values of management . as such human relations is concerned with how to gain peoples commitment to the achievement of organizations business

goals and objectives in a number of different

situations (Blyton and Turnbull 004). According to (Akpala,1982)in (onwu,2012) human relations is concerned with the internal arrangement between employers and trade union in a bipartite relationship within an industry or across industries or within an enterprise to regulate their relations affecting employment and its compensations, according to him, human relations connotes a relationship between workers, not as individual but in their identity as the

employer.(Okenwa ,2000) defined human relations as a relationship between worker not as an individual but in their collective entity with the employer. According to him management must relate with labour if the organization must survive, the absence of this relation will robe the organization of the workers loyalty and high performance .from the above definitions, human relations is therefore

the working together of

management and employees in the spirit of mutual understanding and team work with the definitions above also one can understand that when management and labour

are integrated into group, they will work

harmoniously and productively for economic benefit and social satisfaction of all . According to (Emerole etal, 2012) the industrial setting is harmonious to the extent that labour represented by the workers union and the organization (owners) represented by management coexist in cordial relationship. the effectiveness of an organization is often determined by the ability of labour(workers

through

their

union)

and

management

to

work

harmoniously. Where this is not the case, the organization will see its goal and objective, aspirations and ambitions go down the dream pipe and fizzle out of memory as a huge futility.

2.1.1 CONCEPT OF ORGANIZATIONAL PERFORMANCE. The concept of organizational performance is frequent in the empirical literature. The description of the concept was difficult because it has different connotations. There is no universally acceptable explanation or definition of the concept. performance is the measure of how resources are brought together in an organization and utilized for accomplishing a set of results performance can be effective and efficient only if there is a mutual relationship between workers and management. Organization are necessary part of our society and serve many important needs, the decision and actions of management in organizations have an increasing impact on individual, other organizations and the entire society at large (Iweuake2010) it is a structure process in which individuals intract for objective. (Daft, 2000) defined organizational performance as the organizations ability to accomplish its aims through the use of resources in a properly structured manner. (Richardo and Wade, 2001) see organizational performance as the ability to achieve organizational goals and objective (Hetterman and Flood, 2000) as asserted that organizational performance has suffered from not only a definitional problem but also from a

conceptual problem. The term performance was occasionally confused with productivity. (Ricardo and Wade 2001). Confirmed that there was a difference between performance and productivity. The opinion that productivity is a ratio indicating the volume of task performed in a given amount of time. While performance is brother pointer that would include productivity as well as quality, consistency. 2.1.2 CONDITIONS FOR HUMAN RELATIONS: According to (Njoku, 2013) some of the factors that may lead to industrial peace (human relations) are as follows 1. when there is full acceptance by management of the collective bargaining process and of the unionism as an institution. Here the company considers a strong union as an asset to management and encourages its continued growth. 2. Where the union fully accept private ownership and operation of the industry, it recognize that the welfare of its member depends upon the successful operations of the business. 3. Where the union is strong, responsible and democratic, there is bound on industrial peace. 4. When the company decides to stay out of the unions, internal affairs does not seek to allemate the workers alligency to their union.

5. When mutual trust and confidence exist between the parties. 6. Where there is wide spread union management consultation and highly developed information sharing. 7. The grievances are seltled promptly 2.1.3 BASIC PRINCIPLES OF HUMAN RELATIONS In other to create a relationship of mutual trust and respect between labour and management. Personnel management is conducted in accordance with certain basic principles (Emerole, 2012). 2.1.3.1. STABLE EMPLOYMENT: Stable employment that avoid that avoid simple layout and termination is a key pillar in a relationship of mutual trust in between labour and management. It is management based largeluy on bringing out greatest extent employees ability, reasoning skills and creativity. Consequently the simple disposal of human resources, a major management asst, not only damaged the relationship of trust but also hinders the spontaneous display of ability of employee. Accordingly management always takes a medium to long term management perceptive.

And has made realization and continuations of stable employment through all possible employment policies the fundamental basis of its management philosophy. 2.1.3.2 CREATING GOOD WORKPLACE ENVIROMENT Io order to reflect the ideas and opinions of employees in corperate activities,

in

addition

to

promoting

commiunication

between

employees of different ranks within the company, organizations have established a creative suggestion system and started QC circles activities. Some organizations have also established a number of hot lines for the fast and fair resolution of issues related health and working conditions.the employee awareness survey conducted indicates that pride in the company and employee satisfaction remains high. 2.1.3.3 EFFECTIVE COMMUNICATION. As a manager, your prime responsibility is to get things done through people, however sound your idea, or well reasoned. Your decisions are, they become effective only as are transmitted to others and achieve actions or re-action, communication is specifically needed to establish and distribute or spread widely the goals of an organization, develop and appraise members of the organization and control

performance. It is important for information to flow freely between management and labour. The purpose of

communications in

organization is to effect change, to infjuence action towards the welfare of the organizations. Communication is needed to establish and disseminate goals, develop pians for their achievements, organize human and other resources in the most effective and efficient way, select, develop and appraise members of the organization and control performance. In an effective communication, communication flows in various direction, downwards, upwards and crosswise. Traditionally downwards communication was emphasized but if communication flows only downwards, problems will develop, in fact one could argue that effective communication has to start with the subordinate and this means primarily upwards communication. 2.1.3.4 COLLECTIVE BARGAINING Collective bargaining is a process of negotiation between employers and the representatives of a unit of employees armed at reaching agreement that regulate working conditions. Collective agreement usully set up wages scales, working hours, training, health and safety, overtime, grievance mechanisms and rights to participate in work place or companies affairs, the union may negotiate with a

single employer who is typically representing a companies share holders, or may negotiate with a group of business depending on the country, to reach an industry wide agreement. A collective agreement functions as a labour contract between an employer and one or more unions. Collective bargaining consist of the process of negotiation between representatives of a union and employers (generally represented by management as in Nigeria). The parties in collective bargaining often regard the result of the negotiation as a collective bargaining agreement or as a collective employment agreement. On the evolution of collective bargaining as a major labour management relations issue, empirical finding review that, i.

union members and other workers covered by collective agreement get on average, a wage mark up over their nonunionized counter parts. Such a makeup is typically 5 to 10 percent in industrial countries.

ii.

The welfare loss, associated with unions is small, and not more than 0.2 to 0.5 of GDP, which is smaller in monopolies in product markets.

iii.

Unions tend to equalize the income distribution, especially between scaled and un-scaled workers.

Often, it is necessary to adopt a new method of collective bargaining which retains a permanent rolling negotiation between management and permanent committee of union representatives. The process is known as continues bargaining (Emerol Etal 2012) FUNTIONS

OF

COLLECTIVE

BARGAINING

IN

WORK

PLACE

RELATIONS (Emerole etal, 2012) identified the following as the functions of collective bargaining in work relations. 1. Collective bargaining is often seen as a means of industrial jurisprudence as well as a form of industrial democracy. It is a means for resolving workplace conflict between labour and management as well as the determination of terms and conditions of employment. 2. (Davey,1972)views collective bargaining as a continuing institutional relationship between an employer entity (government or private) and labour organizations (union or association)representing exclusively a defined grop of employees of said employer concerned with the negotiation, administration, interpretation and enforcement of written

agreements covering joint understanding as to wages / salaries, rates of pay hours of work and other conditions of employment 3. International labour organization (Ilo1960) views collective bargaining as negotiations about working conditions and terms of employment between an employers, a group of employers, or one or more representatives workers organization on the other, with a view to reaching agreement. 4. Collectives bargaining arrangements according to (Armstrong, 2006) are those set up by agreements between managements employers associations, on joint employer negotiating bodies and trade union to determine specified terms and condition of employment for group of employees are collective bargaining process are usually governed by procedural agreements and agreed employee relation pocedures. 2.2 TEORETICAL FRAME WORK ON HUMAN RELATIONS This work was backed by the human relation movement or theory by Elton mayo (1880-1949). Accoding to (Edeja,2015) the human relations movement was built on the perceived defects of the classsical assumption

of

the

human

relations

theory.the basic

movement

Is

that

the

psychological and social aspect of work or employee as an individual and his work group need to be considered and emphasized since these play a major roles determining the performance of the individual or group. The theory futher states that individual workers is not only motivated by economic incentives but also motivated by diverse social psychological factors .the human relations movement was also human relations movement was also able to find out that every business organization is a social system as well as a. v Technical economic system 2.3

empirical study on human relations: (Sawithri et al, 2017) conducted a study on the impact of employee relations on employee commitment. The study specifically analyzed the impact of time manager relationship and trust with senior management on employee commitment with reference to Geyylon electricity Board (CEB) in Sri Lanka. The study is deductive in nature. Primary data were collected through a structured questionnaire using a random sample of CEB including 86 assitant level employees where data obtained from 54brespondent. The result of the study showed that a high positive impact exist between employer – employee relations and employee commitment. (Muhammad et al

2013). Carried out a study on impact of employee relation on employee performance in pakistan. The study specifically examine the impact of employee relations on conflict colliding and participative leadership. Data were collected through assessment questionnaire sent to 241 employee of the total 28 hotels organizations. The study revealed that employee relations performance.

significant influence employee

2.4 SUMMARY OF THE CHAPTER The chapter examined different authorities opinions on the effect of human relations on organizational performance. The chapter view human relations as the relationship between workers not as an individual but in their collective entity with the employee. The chapter also evaluated the various conditions for human relations to strive, basic principles of human relations etc. the human relations movement theory by Elton Mayo 1880/ 1949 and the empirical reference by (Sawithrt et al, 2012) and (Muhammad et al, 2013) were used to support the study.

REFERENCE Blyton, p. and Thumbull, p (2004) the Dynamie of employee relations 3rd Ed. Basin a stoke: Macmillan. Duah, p and Danso B.A (2017). Employee Relations and effect on organizational performance: International Journal of multidisciplinary Research and Development 4(10) 27-23 Emerole et al, (2012). Elements of Human Resource management and human capital management. Aba: Diplomacy Group. Edeja, M.S.E (2015) theories principles and process of managing organizations Aba: Cheedal Global Prints limited Iwueke O.C (2010) Organizational Behaviour. Owerri Addmoore Prints. Locke et al, (2007) does Monitoring improve labour standards lessons from Nike Indutrial and labour Relations Review 61(1), 3-31. Muhammad et al, (2013) Impact of Employee Relations on Employee performance; entrepreneurship and innovation. Top management journal, 1 (1) 60-72. Njoku, R.

(2013) Human potential for Enterprise success. Aba:

Nwachukwu prints ltd.

Onwu, N.F (2012) Effcet of labour Management relations on worker performance in an organizations: international Journal of business and management of Research. Okenwa, C.P (2000) concept of industrialrelations in Nigeria. Enugu: Snopp press Nigeria limited. Sawithri et al, (2017) the impact employer employee relations on Employee commitment: kelaniya Jouranl of Humans Resource Managemnt, 12/2.

CHAPTER THREE RESEACH METHODOLOGY

This chapter will be used to discuss research design of the study, source of data collection.

3.1

RESEARCH DESIGN Research design is a fundamental question on how the study subject will be brought into the scope of the research and how they will be employed within the research sitting and yield the required data, Osuala (1983). In the design of this research, field survey method was used. This method entailed the combined procedures of preliminary personal investigation, oral interview and administration of questionnaires. The researcher used selected categories of a descriptive/description, this is because only certain aspect of population studied, because it assumed that these part of the population are exceptionally influential on the whole.

3.2

SOURCE OF DATA

In this method two sources of data were used for the research, these are primary and secondary source of data. Primary source of data: The primary source of data was obtained from initial investigation, the major primary source of data used for this research work was questionnaire, these questionnaires were distributed by the researcher to the various departments in the organization. These questionnaires were filled and returned in conjunction with the interview served as the source through which the primary data were collected. Secondary source of data: The secondary source of data for this study was collected mainly from articles, from the internet and textbooks.

3.3

POPULATION OF THE STUDY The total population/number of people used in this study was five hundred and thirty-two (532), The population was drawn from the various department of the selected study. The table below shows the composition of the various departments in the organization and their population.

Table

3.1:

Population

of

the

various

departments

in

the

organization S\N

DEPARTMENT

NO OF EMPLOYEE

PERCENT OF EMPLOYEE

1

Human Resource

30

5.6%

2

Marketing

36

6.8%

3

Production

323

60.7%

4

Accounting

25

4.7%

5

Engineering

93

17.5%

6

Inventory control

25

4.7%

532

100%

TOTAL

Source: Data from human Resource department 2018

3.4

SAMPLE SIZE DETERMINATION According to Ubesie (2003) the primary issue in choosing a sample size is that it is sufficient to assure the researcher that the sample will be representative of the population from which it is drawn. Ezejulue and Ogwo (1990) seemed to agree on the assertion when they are affirmed that there is often no satisfactory generalization on what the appropriate sample size should be. In

this study however, the Taro yameh method will be used to determine the sample size (n). Using Taro yameh, the following formula will be used; n=

N 1 + N(e)2

Where n = sample size N = population e = error estimation As earlier stated, the entire population of the study was five hundred and thirty-two (532) employees. The study error estimated was 5%. Substitute the equation / formula n=

532 1 + 532(0.05)2

n=

532 1 + 532(0.0025)

n=

532 1 + 1.33

n=

532 2.33

n = 288

Sampling department: To know the number of people in each department to issue questionnaire without further instate, we used the formula. SSXDP N Where

SS = Sample size DP = Department population N = Total population of the study

Human Resources Marketing

228 𝑥 36

Production Accounting

532

532 228 𝑥 25 532

= 13

= 138 = 11

228 𝑥 25 532

Inventory control

532

= 15

228 𝑥 323

Engineering

228 𝑥 30

= 40

228 𝑥 25 532

= 11

3.5: METHOD OF DATA COLLECTION In carrying out this research work, questionnaire relate to the topic of the study was directly distributed to different department in the company, it was design to obtain information on various aspect of the research work.

PERSONAL INTERVIEW: the research conducted personal interview with top management officers of the organizations. This validated the answer received and it gave the respondent the opportunity to explain in details their opinion and it is facilitate the response rate as some respondents feels it is safer to as them to doubt was as some senior management be respected severally. 3.6 INSTRUMENT FOR DATA COLLECTION These

include

questionnaires

interview

and

observations.

Essentially the researcher must ensure that the instrument chosen is valid and reliable. THE APPROPRIATENESS OF THE INSTRUMENT Questionnaires: this is a data collection instrument mostly used in normative surveys. This is systematically prepared document with a set of questions, deliberately designed to elicit response of collecting data. Interview: This instrument was used to ascertain other view of facts and responses from some of the workers that could not be reached with questionnaire. Observation: This implies the researcher having direct contact with employee where the observation take place. 3.7.1: RELIABILITY OF THE INSTRUMENT

In measuring the, the researcher carried out a test of the questionnaires using groups of respondent other than those being studied. More also, the supervisor were able to carry out necessary connections on the instrument used to ensure accuracy and reliability of result generally, the researcher tries as much as possible to overcome invalidity of the instrument using clear instrument and proper arrangement of questions precisely (2014). 3.7.2 VALIDITY OF THE INSTRUMENT: Validity is the degree of accuracy with which an instrument measures what it suppose to measure. To ensure validity of instrument the researcher make use of questionnaire which is designed to pass the following tests; face validity: is the extent to which a test is subjectively view as covering the concept it suppose to measure. Content validity: this refer to the extent to which

a measure

represent all facts of a given social contruct. 3.8 METHOD OF DATA ANALYSIS The statistical computations utilized by the researcher include tabulation, percentage, analysis and empirical of hypothesis using frequency distribution.

Further more the researcher used Edeja (2014) model to further analysis and test the hypothesis formulated. Thus the value 4 was used as assumed mean to measure the calculated mean using the formula X – 1 / standard deviation/ the square root of the number of respondent. PERCENTAGES The general characteristic of the respondent such as department level of management

and other question are analyzed using

percentages. Z test formula Mean X =

fx 𝑁

Variance = f(X - X)2 Standard deviation =

√𝑓(𝑥−𝑐)2 𝑛−1

Furthermore, the researcher used Edeja (2014) model of categories of grouping degree to the statement as follows: 75 – 100% strongly agreement 50-74% Agreement 40 - 44% undecided 0 -39% No agreement The above indicate that tested hypothetical statement that score 75% and above will be categorized as having a strong agrrement,

50% to 74% agreement, 40% to 49% weak agreement and 0% to 39% disagreement. In addition to computing the percentage distribution, the mean score will attitude score is defined as the sum of score of all respondent on the given item on the scale divided by the number of respondent Edeja (2014). The mean score were determined by assigning value as Strong agree = 5 Agree = 4 Undecided = 3 Disagree = 2 Strongly disagree = 1 The value 4 shall be used by the researcher as standard value for agreement, thus tested statement that produces the value ranking from 4 is accepted as agreement. The product and summation of each item were taken and divided by the sample size. This is stistically represented as Ms = 5Ar + 4Ar + 3Ur N Where Ms = mean score Ar = Arrangement Ur = undecided

Dr = disagreement N = sample size C Number of categories To determine the assumed mean the following will be done. 5𝐴𝑟+4𝐴𝑟+3𝑢𝑟 𝑁

=

12 3

=4

Z score value will be used in testing the hypothesis for two tail test, Z table ranges from 1.96 from 5% and 2.58% for 10% significant level. Accept null hypothesis if Z call fall within the critical region 1.96% for 5% and 2 . 58% for 10%. Reject null hypothsis if Z cal is greater than Z table and accept the alternative hypothesis. The hypothesis were tested with Z cal at 5% which is 1.96.

CHAPTER FOUR 4.0

DATA, ANALYSIS AND INTERPRETATION

4.1

DATA PRESENTATION

This section present all the data collected through questionnaire, observation, interview etc. in this section also, the studied company is shown along side the number of questionnaire distributed with the number returned. Table 4.1 questionnaire distributed and returned.

Departments

Distributed

Returned

%returned

Human

13

13

100%

Marketing

15

15

100%

Production

138

121

87.7

Accounting

11

11

100%

Engineering

40

35

87.5%

Inventory

11

11

100%

228

206

%overall

resources

control Total

90.4%

Source: Data From human resource department, 2018. 4.2: DATA ANALYSIS In analyzing the data the question in the questionnaires would be use in the analysis. The raw data in respect to each group were set out with the percentage of the responses. To access and conduct analysis in the question raised on research question, the following statistical measure would be use, these include mean, variance, standard deviation and Z score At 5% significance level. Also simple percentage was used to determine the degree of agreement to any given question. Decision rule for accepting and rejecting the hypothesis are shown in chapter three.

Question 1. Human relation have any effect on the productivity of 7up bottling company plc, Aba? Table 4.2 : Human relation and productivity Response

69

33.5%

Agree

58

28.2%

61.7%

Undecided

32

15.5%

15.5%

Disagree

28

13.6%

Strongly

19

9.2%

22.8%

disagree Total

206

100%

Source: field survey, 2018. From the above table those who agreed that Human relation have any effect on the productivity of 7up Bottling Company Plc, Aba are 127 which represented 61.7% of the sample size, undecided are 32 which represented 15.5% while those that disagree are 47 which represent 22.8%. Question 2: Does Human Relation Have Any Effect On The Profitability Of 7up Bottling Company Plc, Aba.? Table 4.3 Human Relation And Profitability Response

Total

Total%

Stronglyagree

63

30.6%

Total agg%

Agree

54

26.2%

56.8%

Undecided

40

19.4%

19.4%

Disagree

34

16.5%

Strongly

15

7.3%

23.8%

disagree Total

206

100%

Source: Field Survey, 2018. From the above table those who agreed that human relation have any effect on the profitability of 7up Bottling plc. Aba, are 177 which represented 56.8% of the sample size, undecided are 40 which represent 19.4% while those that disagree are 49 which represent 23.8%. Question 3 : Human Relation Have Effect On The Labour Turn Over Of 7up Bottling Plc, Aba? Table 4.4: human relation and labour turn over Response

Total

Total %

Total Aggr %

Strongly agree

59

28.6%

Agree

60

29.2%

587.8%

Undecided

38

18.4%

18.4%

Disagree

30

14.6%

Strongly

19

9.2%

23.8%

Disagree Total

206

100%

Source: field survey, 2018. From the above table those who agreed that human relation effect on the labour turnover of 7up bottling plc, Aba, are 199 which represent 57.8% of the sample size, undecided are 38 which those that disagree 49 which represent 23.8%. question 4: human relation have effect on the customer satisfaction of 7up bottling plc. aba? Table 4.5: Human Relation and Customer satisfaction Response

Total

Total %

Total Aggr %

Strongly agree

67

32.5%

Agree

59

28.6%

61.1%

Undecided

33

16.0%

16.0%

Disagree

30

14.6%

Strongly

17

8.3%

22.9%

Disagree Total

206

100%

Source: field survey, 2018 From the above table those who agreed that human Relation have effect on the customer satisfaction of 7up Bottling Company plc, Aba. Are 126 which represent 61.1% of the sample size, undecided are 33 which

represent 16.0% while those that disagree are 47 which represent 22.9%. 4.3: TEST OF HYPOTHESIS In the interpretation of data, the Z test (zeal) statistical tool was used to test the hypothesis formulated in the study. The results were formally presented and these formed the baase for discussion of the finding. The hypotheses are as follows. Ho1: human Relation does not have any effect on the productivity of 7up bottling Company \plc, Aba. Ho1:Human relation have effect on the productivity of 7up bottling plc, aba. This table was tested with table 4.2 Table 4.6: observed frequency table 1 Response

H.R M

PR

RK O

AC EN IM C

TO

G

CONTR TA

R

OL

L

STRONGLY AGREE

4

5

40

3

14

3

69

AGREE

3

5

28

3

16

3

58

Undecided

2

3

17

3

5

2

32

Disagree

2

1

23

1

-

1

28

Strongly disagree

2

1

13

1

-

2

19

Total

13

15

121 11

35

11

206

Source: field Survey, 2018. Table 4.7: Frequency table for testing hypothesis X

F

FX

(x – x)

(x - x)2

F(x-x)2

5

69

345

1.47

2.1609

149.1021

4

58

232

0.47

0.2209

12.8122

3

32

96

-0.53

0.2809

65.5452

1

19

19

-2.53

6.4009

121.6171

206

729

358.0654

Source: Derived from table 4.8 Mean X =

𝑓𝑥 𝑁

=

729 206

= 3.53

Variance = f(x-x)2 = 358.0654 Standard deviation =

√358.0654 205

Zcal = =

0.47 0.09

=

𝑥−𝑢 √𝑛

=

√1.746

√𝑓(𝑥−𝑥)2 𝑛−1

=

√358,0654 206−1

= 1.32

3.53−4.0

3.53−4.0

1.32√𝑛206 1.32/4.35

= 5.2

Decision Since Zcal = 5.2 > 1.96 the null hypothesis which states “human relation does not have any effect on the productivity of 7up bottling company plc Aba” is rejected and the alternative hypothesis which

states human relationhave effect on the productivity of 7up bottling plc, aba. Is accepted. Ho2: Human relation does not have any effect on the labour H2 human relation have effect on the labour turnover

of 7up

bottling plc, aba. This table was tested with table 4.4 Table 4.8: Observed Frequency table 2 Responses H.R MRK PRO ACC ENGR

INV.

TOTAL

CONTROL Strongly

4

3

32

4

12

4

59

agree Agree

2

4

30

4

20

-

60

Undecided

2

5

25

3

2

1

38

Disagree

-

1

25

-

1

3

30

Striongly

5

2

9

-

-

3

19

13

15

121

11

35

11

206

disagree Total

Source field survey, 2018 Table 4.9 frequency table for testing hypothesis 2 X

F

FX

(X-X)

(X-X)2

F(x - x)2

5

59

29.5

1.47

2.1609

127.4931

4

60

240

0.47

0.2209

13.254

3

38

114

-0.53

0.2809

10.6742

2

30

60

-1.53

2.3409

70.227

1

19

19

-2.53

6.4009

121.6171

206

728

570.0384

Source Derieved from table 4.8 Mean x =

𝑓𝑥 𝑁

=

728 206

= 3.53

Variance = f(x - x)2 = 570.0384 Standard deviation =

√570.0384 √2.780 206

Zcal =

𝑥−𝑢 √𝑛

=

3.53−4.0 1.66

√206

√𝑓(𝑥−𝑥) 𝑛−1

=

√570.0384 206−1

= 1.66 =

3.53−4.0 1.66/14.35

=

0.47 0.11

= 4.3 Decision Since Zcal = 4.3 > 1 .96

the null hypothesis which states “Human

relation does not have any effect on the labour turnover of 7up bottling company plc, Aba. Was rejected and the alternative hypothesis which states “human relation have effect on the labour turnover of 7up bottling company plc, aba” was rejected.

Ho3 Human relation does not effect customer satisfaction of 7up bottling company plc, Aba.

This table was tested with table 4.5 Table 4.10 observed frequency table 3 Responses H.R MRK PRO ACC ENGR

INV.

TOTAL

CONTROL Strongly

4

7

40

3

10

3

67

Agree

2

4

40

3

7

3

57

Undecided

2

2

20

-

7

2

33

Disagree

3

1

15

3

7

1

30

Strongly

2

1

6

2

4

2

17

13

15

121

11

35

11

206

agree

disagree Total

Source field survey, 2018 Table 4.11: observed frequency table for testing

X

F

FX

(X-X)

(X-X)2

F(x - x)2

5

67

335

1.38

1.9044

127.5948

4

59

236

0.4

0.16

9.44

3

33

99

-0.62

0.3844

12.6852

2

30

60

-1.62

2.6244

78.732

1

17

17

-2.62

6.8644

116.6948

206

747

345.1468

Source derived from table 4.10 Mean x =

𝑓𝑥 𝑁

=

747 206

= 3.62

Variance = f(x-x)2 = 345.1468 Standard deviation =

√345.1468 205

Zcal = 0.38 0.08

𝑋−𝑢 √𝑛

= =

√1.683

𝑛−1

=

√345.1468 206−1

= 1.29

3,62−4.0 1.29

√𝑓(𝑥−𝑥)2

√206

=

3.62−4.0 1.29/14.35

= 4.75

Decision Since Zcal = 4.75 >

1.96 the null hypothesis which states “human

relation does not after customer satisfaction of 7up Bottling company plc Aba” was rejected and the alternative hypothesis which states “human relation affect customer satisfaction of 7up Bottling company plc Aba, was accepted.

4.4 DISCUSSION OF FINDING From the above analysis and interpretation the first hypothesis tested shows that Zscore was was 5.2 which is greater than 1.96, the researcher analyzed that the null hypothesis which states “human relation does not have any effect on the productivity of 7up bottling company plc aba” was rejected and the alternative hypothesis which states “human relation have effect on the productivity of 7up bottling company plc, Aba,” was accepted. Furthermore, the second finding shows that Zscore was 4.3 which is greater than 1.96 the researcher thus reject the null hypothesis and accept the alternative hypothesis which states “human Relations have effect on the labour turn over of 7up bottling company plc, Aba” From the third finding the Zscore was 4.75 which is greater than 1.96 and the researcher thus rejected the null hypothesis and accepted the alternative hypothesis which states “human relation affect satisfaction of 7up bottling company plc, Aba.” The above finding indicates that productivity labour turnover and customer satisfaction will improve automatically if an organization engage on adequate human relation research.

CHAPTER FIVE Summary, conclusion and recommendation. 5.1 SUMMARY ON FINDING The study of finding are 1. Human relation has effect on the productivity of 7up bottling company plc Aba. 2. Human relation has effect on the profitability of

7up Bottling

Company Plc Aba. 3. Human relations has effect on the labourturn over of 7up bottling company plc aba. 4. Human relations has effect on the customer satisfaction of 7up Bottling Company Plc Aba. 5.2 CONCLUSION The study investigated the effect of human relations on the organizational performance in 7up bottling company plc Aba. Based on the study findings, the researcher therefore, concludes that human relations has a positive effect on organizational performance. 5.3 RECOMMENDATION The following recommendation were made on the findings and conclusion

1. Organizational should adopt a leadership style that ensures adequate flow of information to all workers, democratic leadership labour management relations. 2. Since it is a known fact that workers will pursuean objective better of they join in making the decision on that objective, management should allow workers to participate in decision making, because if workers are granted such permission to participate in decision, they will feel privileged and indebted to work hard to achieve the joint decision made. 3. Motivation and communication: motivation and communication are factors that affect performance, effect should be made to meet up with the yearning of the employees by introducing a motivational package that will suit and satisfy their needs. Communication is the only way information can be effectively transmitted, good communication if maintained will reduce misinterpretation and increase the speed with which work is performed. 4. Management should pay salaries and when due since this has been a major cause of industrial action in the organization. 5.4 AREA FOR FUTURE STUDY

The researcher suggested that further research on human relation be focus on other sector like the public organization and on employee productivity as against organizational performance.

BIBLIOGRAPHY Blyton, p. and

Thumbull, P.(2004) the dynamic of employee relations

3rded.Basin a stoke: Macmillan. Duah, and Danso, B.A (2017).Employee relations and its effect on organizational

performance:

international journal of multidisciplinary research and development 4(10) 27-32. Emeroleetal,(2012). Element of human resource management and human capital management. Aba: Diplomacy group. Edeja,M.S.E(2015)

Theories

principles

and

process

of

managing

organisations.Aba: cheedal global prints limited Iwueke, O.C ( 2010) organizational behaviour. Owerri: ADDMOORE PRINTS Locke etal, (2007) does monitoring improve labour standards? Lessons relations review 61(1),3-31. Muhammad etal,(2013) impact of employee relations on employee performance :entrepreneurship and innovation management journal,1(1) 60-72. Njoku, R.(2013) Human capital management unlocking human potentials for enterprises Success. Aba: Nwachukwu prints ltd.

Onwu, N.F (2012) Effects of Labour management Relations on workers performance in an organization: international Journal of Business and management Research. Okonwa, C pl 200) concept of industrial Relation in Nigeria. Enugui: Snopp press Nigeria limited. Sawithri et al (2017) the impact employer Employee Relations on Employee

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Resources

Appendix Business Administration Department, School Of Management Technology And Social Sciences. Temple Gate Polytechnic, Aba, Abia State. Dear Respondent RESEARCH QUESTIONNAIRE Asukwo Josephine, ND 2 final year student of the above mentioned department is undertaking a study aimed at determining the effect of human relation management on organizational performance . This work is in partial fulfillment of the award of national Diploma (ND) certified in Business Administration and management. Your kind corporation will be highly appreciated by responding to the questions below as honestly as possible. Please for the open ended question, fill in the group provided and for the multiple choice questions, tick (x) or (

) in the box of the

appropriate answer. Yours faithfully ……………………. Asukwo Josephine.

Appendix II Questionnaire : on effect of human relation on organizational performance (a case study of 7up bottling company plcaba.) Instruction : tick to answer the following question where applicable Section one 1. Sex (i) Male ((

)) ii Female ((

2. Marital status i single ((

)) ii married ((

3. Age: I below 25 years (( )) iv 46-55 years ((

)) ))

)) ii 26-35 years ((

)) 56 years and above ((

)) iii 36 -45 years (( ))

4. Education background i. SSCE/GCE or its equivalent (( ii. ND/NCE or its equivalent (( iii. HND/BSC ((

)) ))

))

iv. Professional certificate (( 5. Are you a staff I yes ((

)) )) ii No ((

))

6. If yes which level do you belong? Junior staff (( Management staff ((

)) b senior staff ((

))

))

7. How many years have you been working with the company? I below 5 years ((

)) ii 10 yrs ((

)) iii 11-15 yrs ((

)) iv above 15 years ((

Section two general data

))

8. Human relations is a variable for improving performance I strong agree ((

)) ii strongly agree ((

)) iii agree((

)) iv undecided disagrees ((

)) 9. Human relations has effect on the productivity of 7up bottling company plc Aba? I Strongly agree (( strongly disagree (( 10.

)) ii agree ((

Human relation has effect on the profitability of 7up bottling company

(iv) strongly disagree ((

)) ii agree ((

))

Human relations affects the labour turnover of 7up bottling company

(iv) strongly disagree ((

)) ii agree ((

)) iii undecided ((

))

))

Human relation has effect on customer satisfaction of 7up bottling

vompany Plc Aba. Aba? I Strongly agree (( undecided (( 13.

)) iii undecided ((

))

Plc Aba Aba? I Strongly agree ((

12.

)) (iv)

))

Plc Aba? Aba? I Strongly agree ((

11.

)) iii undecided ((

)) (iv) strongly disagree ((

)) ii agree ((

)) iii

))

Human relations has effect on employees job commitment in 7up

Bottling company Plc Aba? Aba? I Strongly agree (( undecided ((

)) (iv) strongly disagree ((

))

)) ii agree ((

)) iii