CHAPTER ONE

INTRODUCTION

Background of the Study

In any institution, the effective and overall efficiency depends on the people

in the institution. It then follows that the sole aim of the study of behavior in an

institution is to observe, analyze and see how incentives influences people’s at

work. In carrying out this task, we ought to know what people do, why they do it

and how they are doing it to reach the desired goal (Bosah, 2011).

In working condition, two pivotal questions seem to be on one’s mind: what

causes people to do the things they do? And how can their performance be

improved substantially?

According to Thorndike (2014), we tend to respect those actions which

attract satisfaction and reward and avoid those ones which brings reprisal and

punishment. The theory tagged “The imperial law of effects states that any act

which in a given situation produces satisfaction, tends to be associated with that

situation, so that when the situation occurs, the act is more likely than ever before

to reoccur again; conversely, any act which in a given situation produces

discomfort becomes disassociated from that situation so that when the situation

reoccurs, the act is less likely than before to reoccur again from practical point of

1
view; Thorndike’s observation is still valid. Most people tend to see reward and

avoid punishment in most of their activities (Zimbardo & Ruch, 2017).

On the same line of reasoning, Skinner (2015), noted that “animals learn to

associate potential rewards with certain activities and strife to achieve reward”; if

there is no reinforcement for behaviors, Skinner maintained, it will gradually

disappear, for example; Emery air freight (USA) developed a system that provided

feedback to employees on their job performance. Workers could then measure their

own improvement and success. Management reinforced the changes with praise

and recognition (Skinner, 2015).

The programme has produced significant cost saving and improved quality;

lowered absenteeism and raised employee’s hope and moral. In any institution, the

staff in an environment frequently discover that they have different priorities and

areas of primary interests. It has also been observed that staff tend to think mainly

towards achieving the organizational goals; the overall effectiveness and efficiency

of services and profit while non-management staffs or employees are more

concerned with personal or human values like good pay packet, fair treatment,

security of job and opportunity for advancement etc.

Institution trying to achieve the goal in performance of employee have to

work with people in the institution to achieve these goals. It is an established fact

that people have always worked for the benefit derivable from such work.

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However, according to Akpala (2010), “pay is only one element of work”.

Employees have complex needs that are not only influenced by their immediate

workers but also by other employees and the type of work they are assigned and

the organizations to which they belong.

Statement of the Problem

In an institution, there exists a policy on human relations. They are also

staffs who handle such human relations issues for the institution. The problem is

that is has not yet been know whether institutions often have good or solid policies

on human relations that affects both their staffs.

Equally, the secretaries continually wonder whether sound human relation

policies have any impact on them. Consequently if it has, they have never known

the impact whether positive or negative.

Therefore, this study is on human relations policies available in school of

health technology, Idah Kogi State. The study also finds out the effect these

policies have on the performance of secretaries serving in the institution.

Purpose of the Study

The purpose of this study is to investigate the effect of human relation policy

on the performance of secretaries in school of health technology, Idah, Kogi State.

Specifically, the study sought to:

1. Identify the problem areas in human relations as they affect worker;

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2. Investigate the role of human relations as an aid to effective job performance;

3. Know whether the working environment under which workers perform their

duty is conductive enough for increase productively.

Research Questions

1. How does human relation act as an aid to effective job performance of a

secretary?

2. What are the problems in human relations as they affect workers and how they

can be eliminated?

3. Which working environment under which workers perform their duty is

conducive enough for increased productivity?

Significance of the Study

The study will be useful to institution organization in Nigeria, in

determining how to maintain sound human relation policies that would increase the

morals of their staff. It will also enable them to know where to adjust and to adopt

standard and documented human relations policies that would help to achieve

effectiveness and efficiency. The study will also be beneficial to secretaries as it

will enhance their knowledge and to be aware of what is expected of them in their

activities. The study will of human relations as it will give them more knowledge

on the nature of human relations policies. The study will also be a reference point

in solving human relations problem.

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Scope of the Study

The scope of the study will cover the effect of human relation policy on the

performance of secretaries in school of health technology, Idah, Kogi State. The

study determining concentrated only on human relations policies available in

school of health technology and the effect on the performance of secretaries.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

It is a statement of truth that good human relations are a strong factor of

business success it is also true that the efficiency of a business organization

depends mostly on the workers.

This chapter therefore will examine the following concepts as defined and

analyzed by different scholars in relation to the subject of study.

1. Meaning of human relations

2. Components of good human relation

3. Work environment

4. Job enrichment and job enlargement

5. Labour management relations

6. Motivation

7. Leadership style

2.2 Meaning of Human Relations

There is no one adequate definition of term “Human Relations” but different

schools of thought, using different forms have more or less carried out the same

conclusion.

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According to Carevel (1975:2) stated that “human relations is the integration of

people into work situations that motivates them to work together productivity, co-

operatively and with economic, psychological and social satisfaction”.

Also, Boone and Kurtz (1981:267) defines human relations “as a process,

which establishes and maintain cordial work climate, promotes harmony and

enthusiasm, display sincere interest in assisting other employee”.

Furthermore, Onah (1981:116) is of the opinion that “Human relations are

both an art and science, which can be learnt and if properly applied, should

produce fruitful results”.

Going by the thrust of the definitions above we can therefore say that:

human relations is all about the cordial relations of people in the place of work and

at play. These people include the workers, members of the public and the

employee. It is the friend lines and warmth of relations in the organization that

ensure the efficiency if workers and thus, thus, the attainment of the objectives and

goals of the organization.

2.3 Components of Good Human Relations

These are some factors that must be considered before an organization can

be said to be practicing using good human relations.

Onah (1981:120) says that “human beings are important assess to any

organization and so, deserve to be treated very fairly in order to contribute

7
positively to the achievement of organizational goals”. He believes that for a good

human relations practice, employee participation and motivation must be brought

into consideration.

Onah further said that the managers ability to recognize what workers want,

his ability to use his discretion, experience, intuition and the necessity

understanding organization has a social system, that is made up of interdependent

systems and the appreciation that execute skill in human relations can be

developed, all constitute good human relations.

2.4 How to Practice Human Relations

According to Dibua, (1994:14) the following are the methods of making

human relations to work in an organization.

1. The manager and the supervisor should make each other feel useful, important

and wanted.

2. The sub-ordinates should be constantly informed of the changes in rules,

schedules and polices.

3. The management should believe in people’s ability and allow sub-ordinates, to

exercise control over routine affair.

4. The organization should be structured to enable each management of staff to his

own role in the job and in the group in harmony with the norms and dictated by

the environment.

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2.5 Work Environment

According to Hardening (1985:18): “The office environment comprises of

the working conditions, design and layout of the office and the effect which it has

on the overall efficiency of an organization”.

Henner et al (1978:138) opines that: sound in the office environment can be

good and bad, when sound like background music is soothing to workers and

helping production, the sound is good, but when sound is imitating machines, it is

bad.

2.6 Job Enrichment and Job Enlargement

Koontz, et al (1980:648) are of the opinion that “job enrichment can be

distinguished from job enlargement while the latter attempts to make a job more

varied by removing the dullness associated with performing repetitive operations,

the former builds into a higher sense of challenge”.

He also state that the states the job enrichment is one systematic attempt to

alter the work content of jobs in such a way as the increase the opportunity for

motivation.

This is done by increasing the difficult or complexity of the job to provide

more challenges, the utilization of more skills and ability and more opportunity for

achievement and recognition. Importance and achievement. A job can be enriched

by:

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1. Giving it variety

2. Giving workers latitude in deciding things like work methods, accepting and

rejecting materials for production.

3. Encouraging sub-ordinates participation and interaction with workers so that

workers problem can be easily know.

4. Giving workers a feeling of responsibility for their tasks.

5. Taking steps to make sure that workers can see non their tasks contribute to

a finished product and the profit of organization.

6. Involvement of workers in analysis and changes of physical aspects of the

work environment such as layout of office or plant, temperature, lighting and

clean lines.

2.7 Labour Management Relations

Labour management relations cannot a relationship between workers, not as

individuals, but in their collective identity and the employee. Labour management

relations have been accepted by the International Labour Organization (ILO) in

July 1956, as “all relations between workers and management or employers and

between worker’s organizations or representatives of the employers of their

association”.

2.8 Motivation

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 Motivation is one of the concepts in social science that is complex, to define.

Thus, there is no generally accepted, definition of the term. However, history has it

that the word “movere” means to move.

According to Herzgerg (1959:29) motivation refers to “those factors that

stimulate employees to action so as a perform optimally in their designed task”.

Looking at the above definition, it can be deduced that workers need certain

incentives or factors that will encourage them to work.

One way pause to ask if motivation is an essential in the management of an

organization. Is motivation an important management tool? Koontz, et al (1980:50)

gave possible answers to this question by saying that:

“all those who are responsible for the management of any organization must

build the system and introduce factors that will induce people to contribute is

effectively and efficiently as possible from Koontz answer above, it can be

deduced that motivation concept and its application is an important and useful tool

to the management of any organization”.

2.9 Leadership Style

Workers performance cannot be discussed without making reference to the

leadership style adopted by the management of an organization. If a worker is

working with a boss who understands, the worker will feel free to work than with a

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boss who is authoritative and unsympathetic. Nobody would want to work with a

boo who is very self-centered.

According to Koontz (1950:39) even the most motivated employee can very

soon discouraged if controlled by an in sensitive or uncaring management.

2.10 Summary of Review of Related Literature

To survey the literature on human relations, a number of salient features

were discussed, which have substantial influence on the understanding of this

important area of work interaction.

From what has been reviewed and written so far, it can be seen to a great

extent, the job performance of workers reducing or enhancing their productivity

depending on, whether there is an actual good human relation in practice.

Human behaviour is the most complex phenomenon faced by management.

This is because it is intangible and emotion based to a considerable degree. As

such, it is the belief of the researcher that good human relations are required in any

organizational set up. The review of related literature shows that it is advisable for

the personal manager to develop a programme of periodic discussion and seminars

on human relations.

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 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

This chapter deals with the methods and procedures of data collection.

3.2 Population of the Study

For the purpose of this research, two banks were selected. New Nigeria

bank, Auchi, Edo state and Uchi Community Bank Auchi Edo State.

The total population of this study comprise of 60 workers of the two selected

banks.

3.3 Sample/Sampling Techniques

50 workers were randomly selected from New Nigeria Bank and Achi

Community bank as the sample of this study.

Banks Official Non-Official Total

Staff

New Nigeria Bank 15 10 25

Uchi Community 17 18 25

Bank

50

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3.4 Instrumentation

The instrument used for this research work consists of questionnaires and an

oral interview which were administered on the sample size.

However the questionnaire was the major instrument used in obtaining data

for this study.

3.5 Method of Data Collection

(a) Questionnaire

Fifty (50) questionnaire were distributed within New Nigerian Bank Plc.

Auchi Edo State and Uchi Community Bank, Auch, Edo State. All fifty

questionnaire given out were properly filled and returned by respondents.

(b) Secondary Data

The secondary data used for this study include lecturers textbooks,

dictionary, and previous project of students on related topic.

3.6 Method of Data Analysis

In analysis the data collected, the percentage method was used to analyze

data in the study. Absolute explanation of the response of the respondent was also

used. The suggestions and responses of both official and non-official staff were of

vital importance for the analysis.

% = ΣƒN x 100

N 1

14
∑ = Summation of total respondents

N = Number of respondents

% = Percentage

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 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.1 Data Presentation

In this chapter all the data collected in the process of the research were

analyzed and interpreted on the basis of the research questions raised in chapter

one,. Emanations statistic involving the use table were used. Responses were

analyzed in percentage.

4.2 Data Analysis

Table I: Distribution of Respondents

Banks No of Questionnaire Questionnair Total %

administered e filled and

returned

New Nigeria Bank 25 25 25

Uchi Community 25 25 25

Bank

Total 50 100%

The above table gives the analysis of the total number of questionnaire sent

out. The number respondents and their percentage out of 50 questionnaire sent out

50 representing 100% were returned.

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Table II: Education Qualification of the Staff

Working Qualification Respondent Percentage

HND (Office Tech & 12 31.2%

Mgt)

ND (Office Tech & Mgt) 16 37.5%

BSc (Office Tech & 8 12.5%

Mgt)

PGD 10 12.5%

Diploma 4 6.3%

Total 50 100%

This table show that most of the staff are graduate of Office technology and

Management, out of 50 staff who respondent to question 12 HND hold in Office

Technology and Management represent the group of the qualify staff with 31.2%

so this indicate that staff were qualify secretaries.

Table III: Official Position Held

Respondent Frequency Percentage

Sectary 6 31.5%

Customer 39 37.5%

care

(Attendance) - -

Manager 5 31.2%

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 Total 50 100%

Table III show that 39(37.5%) respondents are customer care attendance

while 6 representing 31.5% respondents are secretaries also 5 respondent

representing 31.2% are manager.

4.3 Discussion

The research question formulated for the purpose of this project was tested

bases on data available and conclusion was drawn.

Research Question 1

How does human relation act as an aid to effective job performance of a

secretary.

To test for this research question, 10 and 11 analyzed in questionnaire for

the workers while question 3 and 4 for the student.

Table IV: Is there enough practice of human relation in banks.

Respondent Frequency Percentage

Yes 26 70

No 24 30

Total 50 100%

The above table show that 26 (70 percentage) respondent agree that there

is enough practice of human relation in bank, while 24(20 percentage) disagree that

there is not enough practice of human relation in bank.

What are the problem in human relation as they affect secretaries to test for

this research question, question 5 and 6 were also analyzed from the questionnaire

for the secretaries in bank.

Table V: Does lack of knowledge make it difficult for secretaries in bank to

relate well with their customer.

Respondent Frequency Percentage

Yes 30 70

No 20 30

Total 50 100%

The table above indicate that 30 respondents representing 70 percentage

agree that the lack of knowledge make it difficult for secretaries in bank relate to

customer, while 20 (30%) disagree that lack of knowledge does not makes it

difficult for secretaries in bank to relate well with customer.

Research Question 3

Which work environment under which secretaries perform their duties is

conducive enough for productivity?

Table VI: Is there incentive and motivations available for secretaries in

banks.

Respondent Frequency Percentage

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 Yes 20 30

No 30 70

Total 50 100%

From the above table 20(30%) respondent agree that these are incentive and

motivations available in bank while 30(70%) disagree that there are not incentive

and motivation for secretaries in banks.

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 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This research work was carried out in order to find out the impact of human

relation skills on the job performance of secretaries of some selected bank in

Auchi.

5.2 Summary

1. Good working environment has impact on the productivity of secretaries.

2. Human relations help to discover newer and better ways of understanding man

and his relation to his work.

3. Fringe benefit motivates secretary’s continuous cooperation with their

organization.

4. Good human relation is a strong factor of business success.

5.3 Conclusion

Based on the findings of this research, it can be concluded that human

relations have an important role to play in secretaries functions. In fact, every

secretary in the course of his/her various work inevitably comes in contact with

customer and potential customers.

Therefore human relations help to discover newer and better ways of

understanding man and his relation to his work, to motivate him to higher

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standards of workmanships and help as many people as possible to realize their

maximum potentials.

5.3 Recommendations

After due consideration of the findings of the study the, researcher believer

that the recommendation given here under would be of immense benefit to most

secretaries in banks.

1. Managers should attend lectures, seminar, conferences and workshops relating

to human relations in order to know what good human relations entails.

2. Management should encourage workers to go on training in human relation

subject.

3. There should be effective communication at all level of the organizational setup

as this will enable workers to participate in taking decision concerning them.

4. Job enrichment and job enlargement should be introduced because it makes

workers to relate their fellow workers and this work harder in their job.

However, managers have to ensure the jobs can only be enriched and enlarged

for workers who are academically and technically sound to assume higher

responsibilities.

5. Management should have a sound communication system to ensure mutual

understanding between workers and management, so that work will go

smoothly.

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6. Worker should try to protect the image of the company in public, through the

practice of good human relations.

7. There should be provision of basic motivational facilities for workers, such as

welfare scheme, transport service and allowance, granting of loans and

opportunity for further studies as these will guarantee an increase in the job of

worker.

8. Worker should endeavour as much as possible, to put in their best for the

organization growth.

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 REFERENCES

Adles, A (1938); Social Interest. New York: Faber and Faber Ltd.

Boone, et al (1984), Principles of Management. United States: Random House Inc.

Boon and Kurtz, (1981), Human relation in an Organization. New York:

Publishing Company.

Carevel, J.F (1975). Human Relations in Busines. New York: Macmillian

Publishing Company.

Dibua, V.A. (1994), Industrial Psychology. Unpublished

Hardeing, P.R. (1985) Work Environment, Belmont CA USA: Thomson

Wadsworth.

Heuner, et al, (1978), Work Environment. United States: Random House Inc.

Herzgerg, (1959), Motivation. USA: Paragraph Press Inc.

Koontz (1950), Leadership. New York: McGraw-Hill Books Company

Incorporated.

Koontz, et al (1980), Management New York: McGraw-Hill Press.

Koontz, et al (1970) Motivation. New York: McGraw-Hill Press.

Onah (1981) Component of Good Human relations. Nigeria: OJK Production

Enterprise (Ofu-Obi Press), Okoko Umuahia.

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 QUESTIONNAIRE

Instruction: Please indicate your answer by thiking the box

1. Sex: (a) Male [ ] (b) Female [ ]

2. Age: (a) 18 – 22 years [ ] (b) 23 – 30 years [ ]

3. Why did you choose to be a secretary? (a) Interest [ ] (b) Frustration [ ]

4. What qualification do you have as a secretary? (a) OND [ ] (b) HND [ ]

5. Does good human relations induces workers to perform their duties

effectively? (a) Yes [ ] (b) No [ ]

6. Does most workers have knowledge of human relations?

(a) Yes [ ] (b) No [ ]

7. Does good human relations cannot exist without a good without a good

personal manager? (a) Yes [ ] (b) No [ ]

8. Does human relations contribute to the attainment of secretaries objectives?

(a) Yes [ ] (b) No [ ]

9. Does human relations help discover newer and later ways of understanding

man and his relation to his work. (a) Yes [ ] (b) No [ ]

10. Does human relations help in a great deal to motivate workers thereby

leading the organization to greater heights? (a) Yes [ ] (b) No [ ]

11. Does human relation help in a great deal to enhance the overall productivity

objectives of secretaries? (a) Yes [ ] (b) No [ ]

25