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. However, human relations have long attained

professional status but it has been discovered 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 non-

cooperative 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 performance and disciplinary issues, staff

employee grievances 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 non-

unionized 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 theory.the basic

assumption of the human relations 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 significant influence employee

performance.
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%

TOTAL 532 100%

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

Where SS = Sample size

DP = Department population

N = Total population of the study

228 𝑥 30
Human Resources = 13
532

228 𝑥 36
Marketing = 15
532

228 𝑥 323
Production = 138
532

228 𝑥 25
Accounting = 11
532

228 𝑥 25
Engineering = 40
532

228 𝑥 25
Inventory control = 11
532

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

fx
Mean X =
𝑁

Variance = f(X - X)2

√𝑓(𝑥−𝑐)2
Standard deviation =
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

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 12
= =4
𝑁 3

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 %overall

Human 13 13 100%

resources

Marketing 15 15 100%

Production 138 121 87.7

Accounting 11 11 100%

Engineering 40 35 87.5%

Inventory 11 11 100%

control

Total 228 206 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% Total agg%

Stronglyagree 63 30.6%
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 AC EN IM TO

RK O C 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

𝑓𝑥 729
Mean X = = = 3.53
𝑁 206

Variance = f(x-x)2 = 358.0654

√𝑓(𝑥−𝑥)2 √358,0654
Standard deviation =
𝑛−1 206−1

√358.0654 √1.746
= = = 1.32
205

𝑥−𝑢 3.53−4.0 3.53−4.0

Zcal = =
√𝑛 1.32√𝑛206 1.32/4.35

0.47
= = 5.2
0.09

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

disagree

Total 13 15 121 11 35 11 206

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

𝑓𝑥 728
Mean x = = = 3.53
𝑁 206

Variance = f(x - x)2 = 570.0384

√𝑓(𝑥−𝑥) √570.0384
Standard deviation = =
𝑛−1 206−1

√570.0384 √2.780
= 1.66
206

𝑥−𝑢 3.53−4.0 3.53−4.0 0.47

Zcal = = 1.66 = =
√𝑛 √206 1.66/14.35 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

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

disagree

Total 13 15 121 11 35 11 206

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

𝑓𝑥 747
Mean x = = = 3.62
𝑁 206

Variance = f(x-x)2 = 345.1468

√𝑓(𝑥−𝑥)2 √345.1468
Standard deviation =
𝑛−1 206−1

√345.1468 √1.683
= = = 1.29
205

𝑋−𝑢 3,62−4.0 3.62−4.0

Zcal = = 1.29 =
√𝑛 √206 1.29/14.35

0.38
= 4.75
0.08

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

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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 (( )) ii 26-35 years (( )) iii 36 -45 years ((

)) iv 46-55 years (( )) 56 years and above (( ))

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 (( )) b senior staff (( ))

Management 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 (( )) ii agree (( )) iii undecided (( )) (iv)

strongly disagree (( ))

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

Plc Aba? Aba? I Strongly agree (( )) ii agree (( )) iii undecided (( ))

(iv) strongly disagree (( ))

11. Human relations affects the labour turnover of 7up bottling company

Plc Aba Aba? I Strongly agree (( )) ii agree (( )) iii undecided (( ))

(iv) strongly disagree (( ))

12. Human relation has effect on customer satisfaction of 7up bottling

vompany Plc Aba. Aba? I Strongly agree (( )) ii agree (( )) iii

undecided (( )) (iv) strongly disagree (( ))

13. Human relations has effect on employees job commitment in 7up

Bottling company Plc Aba? Aba? I Strongly agree (( )) ii agree (( )) iii

undecided (( )) (iv) strongly disagree (( ))