Influence of Employee Relations on Organizational Performance: The Case of Nyamasheke District, Rwanda
Keywords:
Employee Relations, Communication, Collective Bargaining, Employees Health and Safety, Employee Conflict and Organisational Performance.Abstract
Employees are among an organization's most important resources and coined as most valuable assets. It involves maintaining a work environment that satisfies the needs of individual employees and management. An effective employee relation involves creating and cultivating a motivated and productive workforce. Happy employees are the Potentials employees and happy employees are always productive employees. The Study was confined within the district of Nyamasheke one of districts of Rwanda. The study employed a descriptive research design. The target population for this study was employees of Nyamasheke district. As local government, they are in a position to give reliable information on Influence of employee relations on organization performance. The sample was 63 respondents all employees of district's office. Data was collected mainly by use of questionnaires. The data was analyzed using quantitative research techniques with the help of SPSS, was presented into frequency distributions, pie chart, tables, means and percentages. Further, inferential analysis such as Pearson's correlation was performed to establish relationships among study variables, while regression analysis was done to establish the effect of independent variables on the dependent variable. The study revealed that there was a relationship between the independent variables: employee communication, employee health and safety, employee bargaining, and conflict resolution and the dependent variable organisation performance. The study concludes that there is a relationship between independent variables and dependent variable. The study recommends that all employers have to develop effective communication to provide frequent pertinent information and create avenues for suggestions, opinions, and feedback from staff. Conflicts have both negative and positive effects, the employer and the employees should work towards achieving the positive effects rather than the negative. Another recommendation is that all employees take responsibility to perform at work for organisation satisfaction.
Keywords: Employee Relations, Communication, Collective Bargaining, Employees Health and Safety, Employee Conflict and Organisational Performance.
References
Alman, D., (2010), Improving Organizational Performance to Employee well-being, Organizational Health Journal, 2(2), 28-33.
Angel, P.M., (2013), Management Perceptions of the Occupational Health and Safety System in A Steel Manufacturing Firm, Arabian Journal of Business and Management,5(20),52- 63.
Armstrong, M., (2006), Human Resources Practice, Kogan, 10th Edition, London Armstrong, M.A., (2009), A Handbook of Human Resources Management. 11th ed. London: Kogan Page.
Awan, A.G., and Kaleemullah, A., (2015), Cost of High Employess turnover Rate in Oil industry of Pakistan, Information and Knowledge Management journal Vol 5 No.2.
Awan,A.G. and Nimra, A., (2015) ,Impact of Quality Management practices on the Performance of employees: A case study of selected Banks in Pakistan”, an unpublished Thesis.
Benjamin, S., (1971), Speech presented before the Chicago Chapter, American Institute of Chemists, March 12
Bennet, (2002),“Health and Safety Management Systems: Liability or Asset Pub Healthcare Institute”.
Bratton, J., and Gold, J., (2003), Human Resource Management Theory and Practice, 3rd, Edition, Palgrave Macmillan, New York.
Cropanzano, R., (1998), Organisational justice and human resource management, Thousand Oaks: sage publications.
David, C. Martin, (2011), Management, Mc Graw Hill, New York
Deming, (2007), Hand book of human resource management practice Cambridge. Dp publication 4th edition London.
Frank, J.,(2010), Influence of Employee Relations on Work Performance, Retrieved from https://www.ukessays.com/dissertation/examples/management/employee- relation- leads-to-performance.php?vref=1
Fisher, G. (2003), International negotiation: A cross-cultural perspective. Yarmouth, ME: Intercultural Press
Gershenfeld, J., & Kochan, T. A. (2015), A behavioral theory of labor negotiations:
An analysis of a social interaction system, Industrial & Labor Relations Review, Guidice,J.(2014), Current and emerging issues for the Australian Industrial Relations Commission, speech on Mines and Metals Association, National Conference
Harvey and Bowin, (1996), Human resource management: an experiential approach, 2nd Ed.
Pearson.
Hipp, L., & Givan, R. K., (2015), what do unions do? A cross-national reexamination of the relationship between unionization and job satisfaction Social Forces, 94,
Judge,T.A. (2002), Relationship of personality to performance motivation, Journal of applied psychology Butterworth, Heinemann: New Delhi.
Kahya, E., (2007), The Effect of Job characteristics and working conditions on job performance. International Journal of Industrial Ergonomics, 37, 515-523.
Kanfer, (1999), Unemployed Individuals: Motives, Job-Search Competencies, and Job- Search Constraints as Predictors of Job Seeking and Reemployment, journal of applied psychology, 1999, vol. 84 nº6
Kerning, (2009), Management in Developing countries, Rutledge New York. Kothari, C.R., (2004), Research methodology: Method and technique, 2ed.New Age Kovach, K. A., (2015), Employee motivation: Addressing a crucial factor in your Organization’s performance, Employment Relations Today, London: Harvard University Press.
Lehr, A., Akkerman, A., Torenvlied, R., (2014), Spillover and conflict in collective bargaining: Evidence from a survey of Dutch union and firm negotiators. Work, Employment and Society, 29
Mark, A., Friend, L., James, P., & Kohn (2010), Occupational Safety and Health, Journal of Extension, 36(3)
Margerison C.J., (2016), what do you mean by industrial relations .British journal of IR.
Markey, R., Knudsen, H., (2014), Influence at work and the desire for more influence. Journal of Industrial Relations, 55
Mary Rau Foster, (2017), conflict in the workplace. Williamson Business magazine
Meek, L., (2012), Organisational cultures, Organizational weaknesses, In G. Salaman et al (eds) Human resource strategies, sage publications London
Memoria, C.B. (2011), Personnel Management, 21st Revised Edition Himalayan publishing house, India
Mugenda, O. M & Mugenda A. (2003), Research Methods, Quantitative and Qualitative Approaches, ACTS Press, Nairobi
Muller-Jentsch, W., (2014), Formation, development and current state of industrial democracy in Germany. European Review of Labor and Research, 22,(5).
