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An Evaluation Of Human Relation On Worker Productivity
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1.3 RESEARCH QUESTION
What is the nature of human relation and its effect on worker productivity
What is the nature of human relation and its effect on worker productivity in union bank
1.4 OBJECTIVE OF THE STUDY
TO determine the nature of human relation on worker productivity
TO determine the nature of human relation on worker productivity in Union BANK
1.5 SIGNIFICANCE OF THE STUDY
The study shall re –invent the culture of interpersonal relationship work skill in the organization
as
a necessary tool for fostering unity , cooperation, problem sharing and
solving, communication and integration of workers in the organization
it shall also serve as a good source of information for managers and institutions.
1.6 STATEMENT OF HYPOTHESIS
1 HO Staff productivity in union Bank is low
Ho staff Productivity in Union Bank is high
2 Ho Human relation in union Bank is low
HI Human relation in UNION BANK is high
3 Ho impact of human relation on staff productivity in Union Bank is low
Hi impact of human relation on staff productivity in Union Bank is high
1.7 SCOPE OF THE STUDY
The study focuses on the evaluation of human relation on worker productivity with a case study of UNION BANK PLC
1.8 DEFINITION OF TERM
HUMAN RELATION DEFINED
Human
relations movement refers to the researchers of organizational
development who study the behaviour of people in groups, in particular
workplace groups and other related concepts in fields such as industrial
and organizational psychology. It originated in the 1930s’ Hawthorne
studies, which examined the effects of social relations, motivation
andemployee satisfaction on factory productivity. The movement viewed
workers in terms of their psychology and fit with companies, rather than
as interchangeable parts, and it resulted in the creation of the
discipline of human resource management.Elton Mayostressed the
following:The power of natural groups, in which social aspects take
precedence over functional organizational structures.The need for
reciprocal communication, in which communication is two way, from worker
to chief executive, as well as vice versa.The development of high
quality leadership to communicate goals and to ensure effective and
coherent decision making
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