SELF-AWARENESS AND HUMAN RELATIONS POLICY IMPLEMENTATION OF MANUFACTURING COMPANIES IN PORT HARCOURT, NIGERIA
Abstract
This study examined the relationship between self- awareness and human relations policy implementation of manufacturing companies in Port Harcourt. The study adopted a cross-sectional survey design. Primary data was generated through self-administered questionnaire. The population of the study was 106 employees from 16 manufacturing companies in Port Harcourt while the sample size of 84 was determined by the Taro Yamene’s formula. The reliability of the instrument was achieved by the use of the Cronbach’s Alpha coefficient with a benchmark of 0.70 as a minimum threshold. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient with the aid of Statistical Package for Social Sciences version 23.0. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. The study findings revealed that there is a significant relationship between self-awareness and human relations policy implementation of manufacturing companies in Port Harcourt. The study recommended that the managers of the manufacturing companies in Port Harcourt should ensure to create programmes and avenues that would lead to the self-awareness of the employee with respect to their value to their jobs as this would increase productivity.
Keywords: Self-Awareness, Human Relations Policy Implementation, Conflict Resolution, Employee Communication, Employee Occupational Health and Safety
CITATION: Enefiok, P. A., Asawo, S. P., & Tamunomiebi, M. D. (2019). Self-awareness and human relations policy implementation of manufacturing companies in Port Harcourt, Nigeria. The Strategic Journal of Business & Change Management, 6 (4), 1607 – 1618.
Full Text:
PDFReferences
Armstrong, M. (2009).Handbook of Human Resource Management Practice (11th ed). London: UK. Kogan Page
Avolio, B. & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
Barbeito, C.L. (2004). Human Resource Policies and Procedures for Non-Profit Organizations, John Wiley & Sons Inc., New Jersey Conference on Statistical Sciences, 241-255.
Beer, E. &Steif, E. (1997).The Mediators Handbook. Gabriola Island: New Society Publishers.
Buchele, R. & Christiansen, J. (1999). Employment and productivity growth in Europe and North America: The impact of labor market institutions. International Review of Applied Economics, 13:3, 313-332, DOI: 10.1080/026921799101571
Bluedorn, A. C. Johnson, R. A., Cartwright, D. K. & Barringer, B. R. (1994).The interface and convergence of the strategic management and organizational environment domain. Journal of Management, 20(2), 201-262.
Darling, J.R. & Walker, W.E. (2001). Effective conflict management: Use of the behavioural style model. Leadership & Organization Development Journal, 22(5), 230-242.
Gardner, W., Avolio, B., Luthans, F., May, D. & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16: 343-372.
Freedman, Joshua, & Everett, Todd. (2004). EQ at the Heart of Performance: The Business Case for Emotional Intelligence. Institute for Organizational Performance. http://www.leabrovedani.com/wpcontent/ uploads/The-Business-Case-for-Emotio-nal-Intelligence.pdf
Griffin, R. & Moorhead, G. (2011).Organizational Behavior. Cengage Learning.
Goleman, D. (1998).Working with Emotional Intelligence. New York: Bantam.
Hoffman, J. A. (2013). Enhancing self-efficacy for optimized patient outcomes through the theory of symptom self-management. Cancer Nurs. 36(1): E16–E26, PP. 1-19.
Hood, C. (1991). A public management for all seasons? Public Administration, 69 (spring): 3–19
Ilies, R., Morgeson, F. & Nahrgang, J. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. Leadership Quarterly, 16: 373-394.
Johnson, G. & Scholes, K (1997).Exploring Corporate Strategy; (3rded).New Delhi: Prentice Hall of India.
Khan, R.A.G., Khan, F.A. & Khan, M.A., (2011).Impact of Training and Development on Organizational Performance, Global Journal of Management and Business Research, 11(7), Version 1.0
Kovach, K. A. (1995). Employee motivation: Addressing a crucial factor in your organization’s performance, employment relations today. London: Harvard University Press.
Kwenin, D., Muathe, S. & Nzulwa, R. (2013). The influence of employee rewards, human resource policies and job satisfaction on the retention of employees in Vodafone Ghana Limited, European Journal of Business and Management, 5(12), 2222- 2839.
Mathis, R.L. & Jackson, J.H. (2004).Human Resource Management. Thomson Asia Pte. Ltd., Singapore.
Macmillan, H., & Tampoe, M. (2000). Strategic Management Process, Content and Implementation. New York: Oxford University Press.
Memon, S.B., Panhwar, A.I. & Rohra, L.C. (2010).Investigating the mediating role of human resource policies in employee retention. Australian Journal of Basic and Applied Sciences, 4 (8), 4046-4057.
Njau, W. (2012).Challenges facing human resource management function at Kenyatta National Hospital. Unpublished PhD Thesis. Nairobi: University of Nairobi.
Olankunle, A. O. (2008). Organizational dynamics. Ibadan: Spectrum Books Limited
Pfeiffer, J. & Salancik, G. R. (1978).The external control of organizations: A resource dependence perspective. New York: Harper & Row.
Qasim, S., Cheema, F.E.A. & Syed, N.A., (2012). Exploring factors affecting employees job satisfaction at work. Journal of Management and Social Sciences, 8(1), 31-39 Foundation, Indiana.
Ramsay, M. (2001).Conflict in the Healthcare workplace. Emergency Medical Service, 25(4), 38-42.
Robinson, J., Roy, W.J, & Clifford, R.A. (1974). Conflict management in community groups. University of Illinois at Urbana-Champaign. North-Central Regional Extension Publication, 36-45.
Sang, J. (2016).Effect of authentic leadership on employee job satisfaction in Kenyan State Corporations in Nairobi County. The International Journal of Social Sciences and Humanities Invention, 3(2), 1892-1898.
Slauken, M. (1996).When Push comes to shore. A practical guide to mediating disputes. San Francisco: Jossey-Bass.
Teece, D. (2014). A dynamic capabilities-based entrepreneurial theory of multinational enterprise. Journal of International Business Studies, 45, 8-37.
Terera, S.R. & Ngirande, H., (2014). The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), 2039-2117.
Thompson, A., Strickland, A. & Gamble, J. (2007).Crafting and Executing Strategy – Texts and Readings (15th Ed.). New York: McGraw-Hill Irwin.
Thompson, A. & Strickland, A. (2003).Crafting and executing strategy. New York, U.S.A: Irwin McGraw-Hill.
Van Der Maas, A. (2008). Strategic implementation in a small island community: An integrative framework. Unpublished Doctoral Dissertation. Erasmus University of Rotterdam, Netherlands.
Victoroff, Z. K. & Boyatzis, E. R. (2012). What is the relationship between emotional intelligence and dental student clinical performance? Journal of Dental Education, 77(4), 416-426.
Yeung R (2009). Emotional Intelligence, the New Rules. Benin City: Beulah Land Publications.
DOI: http://dx.doi.org/10.61426/sjbcm.v6i4.1492
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.