ABSTRACT
One
of the most pressing issues facing most organizations today is the need to
raise employee productivity. There is a widespread belief that productivity
improvements can only be achieved through a fundamental reform in the area of employee
relations. Changes are thought to be necessary both in the organization and
structure of work and in the way in which employees are trained, remunerated
and motivated. Moreover, it is argued that these changes cannot be separated
from the need to overhaul our system of interest representation and dispute
resolution. The activities of trade unions and the operations of arbitration
tribunals are often viewed as impediments to management efforts to lift the
competitive performance of their organizations. The purpose of this study is to
evaluate these arguments, identify ways employee relations affect productivity,
and how to improve productivity in organizations. GTB Bank was used as a case
study for this research, as various employees and management of the bank were
used as respondents for the study. Responses gotten from the employees and
employers were analyzed to bring out findings as well as recommendations for
this study. With regards to the research methodology of this study, the casual
research design was chosen as the most appropriate research design for the
study. Data was gathered form both primary and secondary sources of
information. Responses from questionnaires and interviews with management of
the bank formed the basis for the primary data, while books, articles and
journals on employee relations acted as the secondary data. Findings from this
study revealed that employee relations practices affect productivity through
employee morale, quality and quantity of output/product. Other findings include
various challenges that employees face at workplace and various ways to enhance
healthy relationship between employees and their employers in an organization.
The most valuable recommendation given is to treat employees with great care.
TABLE
OF CONTENTS
CONTENT PAGES
Title
Page…………………………………….………..………………………….….… i
Approval
Page……………………………………..…….……………………….…… ii
Declaration
Page……………………………………………………………………… iii
Dedication……………………………………………………………………......…… iv
Acknowledgement…………………………………………………………………...… v
Abstract……………………………………………………………………………..… vi
Table of
Contents……………………………………………………………….....… vii
CHAPTER
ONE
1.0
Introduction……………………………………………………………………….. 1
1.1 Background of the
Study…………………...…………………………..……….… 2
1.2 Statement of the
Problem……………………………….………………………… 4
1.3 Research Objectives
………...……………………….……………….………… 5
1.4 Research
Question..……………………………………...…………………..…… 5
1.5 Significant of the Study
………………….…………………….…………..……… 5
1.6 Scope and Limitation of the Study
…………………..……………….…………. 6
1.7 Definitions of the key terms
……………………………………………………… 7
CHAPTER
TWO: LITERATURE REVIEW
2.0 Introduction …………………………….
..……….…………………………….… 8
2.1 Employee Relation..…………………….
..……….…………………………….… 8
2.2 Employee Relationship Techniques….………….……………….….……….….… 8
2.3 Theories of Employee …………………………… ……………………………… 11
2.4 Benefits of Employee Relationship
…………………….………………….…….. 16
2.5 Ways in which managers can create
relationships with employee creating and maintaining employee motivation
………………………………….………………….………….. 16
2.6 Organization Performance ……………….
..……….…………………………….… 17
2.7 Managing Organizational Performance
…. ..……….…………………………….… 17
2.8 Relationship between employees and
Organizational Performance …………….… 21
2.9 Conclusion ……………………………….
..……….…………………………….… 22
CHAPTER
THREE: RESEARCH METHODOLOGY
3.0
Introduction……………….…………………………………….……….…...… 24
3.1 Research
Design……………….………………………………………….…...… 24
3.2 Survey Population ..
……………………………………………………………. 24
3.3 Sampling Design ……………………..…………………..…………………..… 24
3.4 Sampling Size
……………………..…………………..…………………..……. 25
3.5 Sources Data
…………………………..……………………………………..… 25
3.6 Tools of Data Collection
……..………………………………………………… 26
3.7 Methods of Data Collection
……………………………………………………… 26
3.8 Data Analysis……………………………..……………………………………… 26
CHAPTER
FOUR: DATA PRESENTATION FINDINGS AND DISCUSSION
4.0 Introduction……………………..
………….…………………………………. 27
4.1 Demographic Characteristic on
Respondents ………….……………………… 27
4.2 Discussion of Findings
………………………………………………………… 36
CHAPTER
FIVE: SUMMARY OF THE FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.0
Introduction………………………………………………….……….…………. 37
5.1 Summary of the findings
…………………………………….……….…………. 37
5.2
Conclusion…………………………………………………………….……..…… 37
5.3 Recommendations………………………………………………………………… 38
References …………………………………………………………………………… 39
Questionnaire
……………………………………………………………………….. 43
CHAPTER
ONE
INTRODUCTION
1.0 INTRODUCTION
Maintaining healthy employee
relations in an organization is a pre-requisite for organizational success.
Strong employee relations are required for high productivity and human
satisfaction. Employee relations generally deal with avoiding and resolving
issues concerning individuals which might arise out of or influence the work
scenario. Strong employee relation depends upon healthy and safe work
environment, cent percent involvement and commitment of all employees, incentives
for employee motivation, and effective communication system in the
organization. Healthy employee relations lead to more efficient, motivated and
productive employees which further lead to increase in production level. Over
40 percent of the companies listed in the top 100 of Fortune magazine’s
“America’s Best Companies to Work For” also appear on the Fortune 500. While it
is possible that employees enjoy working at these organizations because they
are successful, the Watson Wyatt Worldwide Human Capital Index study suggests
that effective human resources practices lead to positive financial outcomes
more often than positive financial outcomes lead to good practices.
Employee relations play a crucial
role in shaping organizational culture and effectiveness. In today's dynamic
business environment, organizations must prioritize the management of
relationships between employees and employers to foster a productive workplace.
Effective employee relations encompass various practices, including
communication, conflict resolution, and employee engagement, which collectively
influence job satisfaction and organizational performance.
In Nigeria, the banking sector has
witnessed significant changes due to economic shifts, regulatory reforms, and
technological advancements. GTBank Ltd, one of the leading banks in Nigeria,
has established itself through its commitment to customer service and
innovation. However, like many organizations, it faces challenges related to
employee relations, such as managing diverse workforces and addressing employee
grievances.
Understanding the impact of
employee relations on organizational effectiveness is essential for GTBank Ltd,
particularly at its Dutse Branch in Jigawa State. Effective employee relations
can lead to higher job satisfaction, lower turnover rates, and improved
organizational commitment, ultimately driving better performance and
competitive advantage.
Research indicates that
organizations with strong employee relations practices tend to experience
enhanced productivity and a more positive work environment (Dessler, 2020).
This study aims to explore these dynamics within GTBank Ltd, examining how
employee relations practices affect employee satisfaction and overall
organizational effectiveness.
By investigating the current state
of employee relations at GTBank Ltd, this study seeks to provide insights that
can inform management strategies, enhance employee engagement, and contribute
to the bank's long-term success in a competitive market. The findings will be
valuable not only for GTBank but also for other organizations facing similar
challenges in the banking sector and beyond.
1.1 Background of the Study and
Organizational Profile
Employee relations had its roots
in the industrial revolution which created the modern employment relationship
by spawning free labour markets and large-scale industrial organizations with
thousands of wage workers. As society wrestled with these massive economic and
social changes, labour problems arose. Low wages, long working hours,
monotonous and dangerous work, and abusive supervisory practices led to high
employee turnover, violent strikes, and the threat of social instability.
Intellectually, industrial relations was formed at the end of the 19th century
as a middle ground between classical economics and Marxism, with Sidney Webb
and Beatrice Webb’s Industrial Democracy being the key intellectual work.
Industrial relations thus rejected the classical econ. Institutionally,
employee relation was founded by John R. Commons when he created the first
academic industrial relations program at the University of Wisconsin in 1920.
Early financial support for the field came from John D. Rockefeller, Jr. who
supported progressive labour-management relations in the aftermath of the
bloody strike at a Rockefeller-owned coal mine in Colorado. In Britain, another
progressive industrialist, Montague Burton, endowed chairs in industrial
relations at Leeds, Cardiff and Cambridge in 1930, and the discipline was
formalized in the 1950s with the formation of the Oxford School by Allan
Flanders and Hugh Clegg. Industrial relations were formed with a strong
problem-solving orientation that rejected both the classical economists’
laissez faire solutions to labour problems and the Marxist solution of class
revolution. It is this approach that underlies the New Deal legislation in the
United States, such as the National Labour Relations Act and the Fair Labour
Standards Act.
Employee performance refers to the
level of effectiveness and efficiency with which employees carry out their job
responsibilities. It encompasses various factors, including quality of work,
adherence to deadlines, teamwork, and overall contribution to organizational
goals. High-performing employees not only complete tasks efficiently but also
engage in problem-solving, innovation, and continuous improvement.
Productivity ratio is a measure of how effectively
resources, including labor, are utilized to produce goods or deliver services.
It is typically calculated by dividing the output (in terms of completed tasks,
sales, or services) by the input (in terms of hours worked, labor costs, or
number of employees).
1.1.3 Profile of the Organization
For the purpose of this study, the GTB Bank has been
selected as a case study to illustrate the effects of employee relations on the
productivity of a firm. GTB Bank has its Head Office situated on the main Suhum
– Koforidua road opposite the post office, Nankese. The GTB Bank Limited was
commissioned and started banking business in 1984 at Nankese in the Suhum/Kraboa/Coaltar
District.
The bank is still rated first in the Eastern Region in
terms of deposits and among the first ten rural and community banks in the
country as a whole in terms of deposits and assets.
1.2 Problem of the
Study:
Organizations recognize that
healthy employee relations are essential for improving productivity and
achieving sustainable growth. However, many struggle to implement effective
employee relations practices that foster trust, communication, and
collaboration between employees and employers. Poor employee relations often
lead to decreased morale, workplace conflicts, and a lack of engagement, all of
which negatively impact productivity. Additionally, employees face challenges
such as lack of managerial support, unclear communication, and unresolved
conflicts, which further diminish their ability to perform optimally.
The problem this study
seeks to address is the inadequacy of employee relations practices in promoting
a productive workforce. Specifically, it aims to explore how ineffective
communication, limited conflict resolution mechanisms, and insufficient
management support hinder employee productivity. Furthermore, it will examine
the specific challenges employees face in building strong relationships with
management and how these obstacles impact their performance.
This research will
investigate the effectiveness of current employee relations strategies and
explore ways to enhance healthy relationships between employees and employers.
By identifying gaps in current practices and proposing improved approaches, the
study aims to provide actionable insights for fostering a positive work
environment that enhances productivity and overall organizational performance.
1.3 Research Objectives
The objectives for this study are:
1. To identify various employee
relations practices, and its effect on the productivity of an organization.
2. To identify the challenges faced
by employees at work places.
3. To identify ways of enhancing
healthy relationship between employees and employers in an organization.
1.4 Research Questions
The following questions were used to achieve the above
objectives:
1. What are the various employee
relations practices in your organization, and how do they affect productivity?
2. What challenges do you face in
your organization?
3. In what ways can healthy
relationship be enhanced between employees and employers in an organization?
1.5 Significance of the Study
This study seeks to bring out the various employee
relations practices which GTB Bank has undertaken to increase its productivity
and contribute its quota in the economic development of the communities which
it operates, and the country at large. This study will therefore help enlighten
management of various organizations of the various effects of relationship
practices between employers and employees in an organization. The study will
also bring out specifically, the employee relations practices which the bank
has been able to make available to its employees. It also seeks to bring out
the level of encouragement and motivation the bank has given to its employees
to work effectively, among others. The importance of this study is therefore to
highlight the various employee relations practices and how it affects the
productivity of an organization. This study will go a long way to illustrate
how organizations should treat employees’ in-order to increase productivity.
1.6 Scope and Limitation of the Study
Scope
The study examines impact of employee relation on
employee in an organizational effectiveness. The scope of the research will be
limited to GTB Bank Dutse Branch, Jigawa State. The research will rely on the
bank for vital information as well as information from secondary source. The
research will take duration of four months to complete.
1. Geographical
Scope: Focus specifically on GT Bank
branches located in Dutse, as this keeps the study localized and manageable.
2. Study
Participants: Limit the study to GT Bank
employees at various levels (e.g., managerial, supervisory, and front-line
staff) in the Dutse branches. This allows for a diverse range of insights
across job roles.
3. Time Frame: Define a
specific period (e.g., the past 6 to 12 months) to analyze the impact of
employee relations on performance. This will make data collection and
comparisons more feasible.
4. Key Variables:
- Employee Relations: Cover
elements like communication, team collaboration, conflict resolution, and
support systems within the workplace.
- Employee Performance: Focus on measurable performance
indicators such as productivity, attendance, engagement, and customer
satisfaction scores.
Limitation
The researcher encountered a limitation in regards to
availability of information. Thus due to the institutions working ethics, the
researcher could not get access to vital information since it was treated as
confidential and the targeted
respondent’s number was not attained since some employees were on leave.
Inadequate funds and availability of time also became a limitation.
1. Sample Size: The study
will be limited to employees in Dutse, which may affect the generalizability of
findings to other GT Bank locations or different banks.
2. Time Constraints: Due to
limited time, longitudinal effects of employee relations on performance cannot
be captured; only current or recent impacts will be observed.
3. Data
Accessibility: Access to employee performance
metrics and HR-related data may be limited, requiring reliance on self-reported
data through surveys or interviews, which may introduce response bias.
4. External Factors: Factors
outside of employee relations, such as personal circumstances or broader
economic conditions, may also impact employee performance but won’t be
controlled for in this study.
1.8 Definition of the Key Terms
Define key terms used throughout the study, such as:
- Employee
Relations: The
relationship between employers and employees, which encompasses
communication, conflict resolution, and engagement strategies.
·
Employee
Productivity: Employee
productivity refers to the efficiency with which employees complete their tasks
and contribute to organizational goals. It is commonly measured as the output
produced per unit of input, such as hours worked, resources utilized, or labor
costs.
·
Employee Productivity: Employee productivity refers to
the efficiency with which employees complete their tasks and contribute to
organizational goals. It is commonly measured as the output produced per unit
of input, such as hours worked, resources utilized, or labor costs.
·
Organizational Performance: Organizational performance refers
to the ability of an organization to achieve its goals and objectives
effectively and efficiently. It encompasses a variety of metrics that assess
how well an organization is functioning, including financial results,
operational efficiency, employee satisfaction, and customer service.
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