CHAPTER ONE

INTRODUCTION

Background to the Study

Ahukannah and Ugoji (2009) defined human relations as the relationship

which subsists among people employed and working in an organisation. It is

described as the skill or ability to work effectively through and with other people.

It involves a desire to understand others, their needs and weaknesses, and their

talents and abilities. For anyone in a workplace setting, it also involves an

understanding of how people work together in groups, satisfying both individual

needs and group objectives. A human relation depicts the formal and informal

activities and relationships resulting from the interaction of two or more people in

an organisation. It determines the degree of team spirit among workers. Thus, a

secretary must be conversant and apply human relations in carrying out his duties

due to its importance as advocated by Ahukannah and Ekelegbe (2008) that human

relations promotes team spirit and serves as an important tool for harmony and a

great source of strength to the organisation.

It enhances staff motivation resulting in high productivity. It also creates and

sustains job satisfaction thereby reducing absenteeism, truancy and inefficiency

and promotes discipline among staff and checks conflicts. Also the relevance of

job performance is very crucial to the long-term growth of any organization around

1
the world. The importance of human relations, its impact on employee

performance and motivation, are recognized by many human resource practitioners

and organizations today (Fagbamiye, 2000; Abosede & Akintola, 2015).

Employees in both business and non-business organization are usually assigned

jobs to do or tasks to perform. The only true measure of an employee’s

effectiveness on the job is job performance. Therefore, any measure of an

organization’s effectiveness must attempt to relate its actual performance to the

standard set since every organization has a goal or goals.

All the functions performed by the secretary reveals that the role played by

the secretary in any organization cannot be undermined; and this is why some

people refer to secretaries as the nerve-centre of any organization (Abosede

&Akintola, 2015). Iyanda (as cited in Ahukannah and Ekelegbe, 2008) stated that

a secretary may be referred to a chief administrator of an organization or to a

person who performs the functions of organizing and recording of the proceedings

of a meeting, or to a professional auxiliary staff, skilled in shorthand and

typewriting and mainly responsible to an executive. This definition in a nutshell

tags secretary as one who is distinguished from the other workers like clerk or

typists. Hence, Abosede and Akintola (2015) contended that secretaries are

indispensable to any successful organization as blood is indispensable to any living

being on earth. He serves as a memory bank in his organization, scrutinizes visitors

2
so as to give the executive enough time to do some other office activities, keep

records so as to prevent embracement and lost of important document which could

consequently have a negative effect to the organization.

The secretary is a person who has acquired the basic secretarial skills of

shorthand and practical experience acquired in the office work, to be able to cope

adequately with some office jobs such as typing of letters, filing, reception duties,

keeping records, preparing itinery, answering of telephone calls and so on

(Abosede & Akintola 2015). Secretaries are ubiquitous office workers needed in

every type of office (big or small) to assist their superiors or executives in carrying

out their responsibilities (Iro, 2013). The secretarial function, though a supportive

function, requires a large amount of initiative, tact and resourcefulness to succeed.

And this tact, resourceful is not complete with some form human relations.

Ugiagbe (2002) adopted the definition of the National Secretaries Association

(International) as follows:

An assistant to an executive, possessing mastery of

office skills and ability to assume responsibility without

direct supervision, who displays initiative, exercises

judgement, and makes decisions within the scope of his/

her authority.

3
From the foregoing definitions and explanations, the office secretary provides the

human element in the rapid and constant flow of information of today’s business

work. Jenning (1981) stressed that as executives deal with problems that cannot be

solved in a routine way, they are involved in developing policies, making

decisions, projecting for future operations, planning and organizing new project.

The secretaries must be of great assistance by using their expertise to assist their

executives. This makes secretaries the backbone of the executive, as they make

their work lighter, and free, for them to engage in other productive ventures

thereby contributing to the prospects and success of the organization.

The importance of human relations in our personal and work lives cannot be

exaggerated. The skills that are necessary for good relations with others are the

most important skills anyone can learn in life. For an organization to succeed, the

relationships among the people in that organization must be monitored and

maintained. In all aspects of life, we will deal with other people. No matter what

we do for a living or how well we do it, our relationship with others is the key to

our success or failure. Even when someone is otherwise only average at a job,

good human relations skills can usually make that person seem better to others.

Sadly, the opposite is also true: poor human relations skills can make an otherwise

able person seem like a poor performer. A manager who gets along well with

others in the workplace is most likely to be thought of by others, as successful.

4
Thus, one cannot fully appreciate the present state of human relations without at

least a partial understanding of the past. This is because rather than office

automation replacing the secretary it has brought new challenges to the secretarial

work that have enlarged and enriched it. This suggests that the training of

secretaries must reflect the challenges and experiences in the world of work.

Hence, skilled and successful secretary could be likening to the secretary with

sound human relations. In short human relations is key to a success job

performance of secretaries, it against the background this study look at the impact

of human relations on the job performance of secretaries in organizations

Statement of the Problem

As technology advances, modernization becomes inevitable. The reliance on

technology continues to be on the increase in offices, organizations, and the office

routine tasks of secretaries have rapidly evolved. Some decades ago, many

forecasters predicted that by this time in history, strong computer skills would be

the number one factor in the workplace. However, now, perhaps more that ever,

managers and corporate planners are placing great emphasis on the human factor.

The two sets of behaviours now considered the most important for secretaries are

communication skills and human relations abilities (Moody et al., 2002). This

trend will likely continue in the future. So the one undeniable fact is that

technology cannot make calls, or relate with person the way a professional

5
secretary would. But human relations renewed emphasis on working groups.

Today’s employees tend to like working as teams and being involved in making

decisions as a group with the secretary being the centre point on this. Helping

groups work well together in such endeavors (as either a team member or leader)

requires a great deal of human relations skill. Both managers and employees need

to understand the dynamic of group interaction if such participation is to be

effective. The secretary of today is supposed to perform variety of administrative

and clerical job such as information management; coordination of office

administrative activities, planning and scheduling of meetings and appointments.

Secretaries handle mail services, information technology resources, provide high

level administrative support, arrange conferences; and supervise other office staff.

The line between a good or bad, successful or unsuccessful secretary lies in the

ability or inability of them to relate with co-workers, customers, visitors, or bosses.

The importance of human relations in secretarial duties cannot be over stressed, it

is based on this backdrop that this study focused on the positive and negative

impact of human relations on the job performance of secretaries in an organization.

6
Purpose of the Study

The purpose of the study is to find out the role of human relations on the job

performance of secretaries in organizations. Other specific objectives are as

follows:

i. To identify the benefits of positive impact of human relations in the

overall job performance of secretaries in organizations.

ii. To highlight the contributions of human relations in the overall

success of organizations

iii. To outline the negative effects of poor human relations on secretary

job performance in organizations.

iv. To emphasize that human relation is a key characteristic and that it is

necessary for a good and efficient secretary.

Research Questions

The following research questions will guide this study:

i. What are the benefits of the positive impact of human relations in the

overall job performance of secretaries in organizations?

ii. What are the contributions of human relations in the overall success of

organizations?

iii. What are the negative effects of poor human relations on secretary job

performance in organizations?
7
 iv. To what extent is human relations a key characteristic and a necessary

attribute for a good and efficient secretary?

Research Hypothesis

The following null hypotheses will be tested at 0.05 level of significance:

1. H0: There is no significant relationship between human relations and the job

performance of secretarial in organizations

2. H0: human relations do not contribute to organization overall success

Significance of the Study

This research work will be useful to the raising administrative secretaries as

it will widen their knowledge to secretarial function in relation to demand for

secretarial services which make it possible to be able to achieve targeted goals in a

local government area. This study will help to enlightened students that are now

undergoing the course of secretarial studies on the need of human relations as a

key characteristics and necessary skill of every secretary and to know the demand

of secretarial services in organization, hence make them more focus and prepare

for being a professional secretary and their contributions to the management of

organizations. This study will be beneficial to the secretarial studies department as

it will serve as a reference material to both secretaries and lecturers so as to ensure

that the demand for secretarial profession by the secretary being a vital duty of

secretaries is not omitted in the school yearly curriculum, especially the need for

8
human relations . Findings of the study will serve as a yard stick for the department

in reviewing the curriculum and instructional procedures so as to train graduates

who will compete favourably with other graduates in the labour market. Finally,

this study will be benefit to the future researchers; this is because the study will

serve as a relevant material on researchers conducting a related study. It will

contribute to the existing body of knowledge in terms of human relations in

enhance secretarial job performance to the overall growth of organizations.

Scope of the Study

This study was restricted to employers and workers in Bayelsa State. It was

delimited to only employers who work in the administrative departments which the

secretary plays a significant role. The study was also limited to office functions

such as administrative secretary and human relations enhances their job

performance for overall productivity and growth of the organizational set goals.

This study will be limited the following four companies namely; Julius Berger,

Dawoo Plc, Century Energy Services, and Global Seaway International Company.

1.5 Limitations of the Study

The researcher found difficulties in convincing respondents to fill the

questionnaire due to insecurity. They expressed fear that the research may not be in

their interest in terms of improving their living standard. Due to finance and other

9
constraints, the study was limited to just one local government areas (Yenagoa)

Bayelsa State, when it could have been extended to other areas in the state. The

bad road networks, kidnapping and other social vices also delayed the work. There

might be bias in the answers as most respondents were secretaries and will one to

hype their job. However, this does not in any way affect the generalizability of the

findings as the interviewer also observed.

10
 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Introduction

In this chapter presents the thematic role of human relations in enhancing the work

of secretary in an organization. The how human relation contributes to

organizational functioning of the secretary will be reviewed. It also explained

some of the concept of human relations, secretary, job performance, and their

impacts, and challenges in the overall productivity of an organization. This chapter

is concentrated in four major areas:

Conceptual Framework

Theroretical Framework

Empirical Studies

Summary of Literature Review

2.2 Conceptual Framework

2.2.1 Concept of Human relations

The term human relations in its broadest sense covers all types of interactions

among people—their conflicts, cooperative efforts, and group relationships

(Moore, 2008). It is the study of the interactions that exist between people

(Lawrence, 2014). To Dalton, Hoyle and Watts (2000) human relations is how we

interact with and co-exist with people. These relationships, both formal and

11
informal, occur both in our personal and our work lives (DeCenzo & Silhanek,

2002). Lamberton and Minor-Evans (2002) described human relations and its role

in organization to include a desire to understand others, their needs and weaknesses

and their talents and abilities. For everyone in a workplace setting, it also involves

an understanding of how people work together in groups, satisfying both individual

needs and group objectives. Managers are constantly communicating with their

employees, and having effective communication skills is imperative. It is the

relationships we develop with people and it evolves in organizational or personal

settings. That relationship can also be intimate or distant, one-on-one, or within

groups.

Moore (2008) opined that every organization depends on three essential factors:

people, process, and technology. The first success factor is people. Personal and

interpersonal effectiveness set the stage for career success. Studies indicate that

communication and interpersonal skills are highly rated by nearly all employers

who are hiring new employees (Mowle, 2004; Tobb & Moss, 2008; Robbins, et

al., 2010). Organizations have come to know that for new hires to excel it largely

depends on how they treat their coworkers and customers, how they will speak and

listen at meetings, and how well they extend the minor courtesies that enhance

relationships. Hence, good human relation or people skills will often make the

difference in how high an employee can rise in an organization. So, how we as

12
individuals communicate with people equally in official and relaxed behaviours is

the pedagogy of human relations. The more that is understood about what

stimulates individuals and what has an effect on their morale or work performance,

the stronger an individual’s human relations skills will become. Some key

elements of good human relations skills include being aware of the sources and

uses of power, gaining problem solving and decision making skills, and

understanding creativity, team building, and legal and ethical considerations

(Dalton, Hoyle & Watts, 2000). To this end, the concept of human relations is the

focused on why our beliefs, attitudes, and behaviors sometimes cause relationship

problems in our personal lives and in work-related situations (Moore, 2008). It

emphasizes on the analysis of human behavior, prevention strategies, resolution of

behavioral problems, and self-development.

The Challenge of Human Relations Organization

Organizations face several challenge, but among these challenges is human

relations, this is because human focus on people, process and technology (Moore,

2008), and no organization can success with people, process, or technology. In

order to develop and apply the wide range of human skills needed in today’s

workplace challenges is eminent. An employee tends face different each day in the

work place such people includes customers, patients, and other workers who vary

13
greatly in age, work background, communications style, values, cultural

background, gender, and work ethic.

Human relations are further complicated by the fact that we must manage three

types of relationships (Fig. 2.1). The first relationship is the one with ourselves.

Many people carry around a set of ideas and feelings about themselves that are

quite negative and in most cases quite inaccurate. People who have negative

feelings about their abilities and accomplishments and who engage in constant self-

criticism must struggle to maintain a good relationship with themselves. The

second type of relationship we must learn to manage is the one-to-one relationships

we face in our personal and work lives. People in the health-care field, sales, food

service, and a host of other occupations face this challenge many times each day.

In some cases, racial, age, or gender bias serves as a barrier to good human

relations. Communication style bias is another common barrier to effective one-to-

one relationships (Mowle, 2004).

The third challenge we face is the management of relationships with members of a

group. In modern, business organizations tend to work in smaller group for the

overall success of organizational goals; many workers are assigned to a team on

either a full-time or a part-time basis. Lack of cooperation among team members

can result in quality problems or a slowdown in production (Wang, 2011).

14
 All work is done
One-to-one through Self
Relationships

Group Members

Fig. 2.1 Human Relationship Challenges

Lamberton and Minor-Evans (2002) affirmed that understanding others enables

individuals to communicate with them better. In business, for instance, an

individual may be partnered with someone in a group who is not comfortable

operating in a particular setting; however, if there are open lines of communication

individuals can become more productive and contribute to the organization

(Lawrence, 2014).

15
2.2.2 Job performance

Job performance is one of the most important dependent variables and has been

studies for a long decade (Jankingthong & Rurkkhum, 2012). Mehdi, Davoudi &

Allahyari Campbell (2013) explained that job performance of employees is an

important issue for any organization and refers to whether an employee does his

job well or not. It is of interest to organizations because of the importance of high

productivity in the workplace (Hunter & Hunter, 1984). Performance is results

measurement. The only true measure of an employee’s effectiveness on the job is

job performance (Abosede & Akintola, 2015). Therefore, any measure of an

organization’s effectiveness must attempt to relate its actual performance to the

standard set since every organization has a goal or goals.

Performance definitions should focus on behaviours rather than outcomes because

a focus on outcomes could lead employees to find the easiest way to achieve the

desired results, which is likely to be detrimental to the organization because other

important behaviors will not be performed (Cook, 2008). Job performance consists

of behaviours that employees do in their jobs that are relevant to the goals of the

organization (Campbell, McCloy, Oppler & Sager 1993). To this end, the job of

secretary in highly enhance by human relations in regards to job performance.

Human relations can only bring the best out of an employee on how best to do their

job, and a secretary with human relations skill cannot help but be good at the her

16
job. Thus, this will boost her work efficiency and competency; these are the key

ingredients every organization seeks from their employees.

2.2.3 The Concept Secretary

The secretary and its importance have described by various authors. Mayer (1977)

submits that a secretary is an executive assistant who possess a mastery of office

skills, demonstrates the ability to assume responsibility with or without

supervision, exercises initiatives and judgment and makes decision with the scope

of assigned authority. Ugiagbe (2002) defined a secretary as an assistant to an

executive, possessing mastery of office skills and ability to assume responsibility

without direct supervision, who displays initiative, exercises judgement, and makes

decisions within the scope of his/ her authority. Boladele (2002) expressed that a

secretary is a warm, endlessly helpful and understanding individual whose sole aim

is to alleviate, solve, prevent or soften problem workload and upsets for his/her

executive. Azil (2013) described the secretary as a public relations expert, a staff

assistant, the boss’s office memory. This implies that secretary in the central hub of

human relations. The secretary is responsible for much of the detail work of the

office and is expected to carry out the duties with a minimum of supervision and

direction. He is expected to represent the organization and the employer

attractively to the public and generates good human relations in working with all

17
employees in the organization (Nwosu, 1997). This explains that a qualified

secretary should have a wide knowledge of business acumen, be versatile in office

practice, communication and knowledge of the operation of all departments within

the organization where he works, unlike a half-baked secretary who possesses only

knowledge of shorthand, typewriting and basic office practices (Azil, 2013).

2.2.4 The Roles of Secretary in Contemporary Organization

The role of a secretary is indispensable in every organization (Azil, 2013). The

functional of role of the secretary is the means by which the executive initiates,

handles and complete a project. A secretary is familiar with the company’s

policies, price list and handbooks, thus mostly relieve their bosses of such burden

by providing accurate information. He should be able to coordinate the

administrative activities and organize the office for efficient performance. He

should be able to use the internet and train new staff on the computer. The

secretary is a member of a team in the workplace and therefore should always be

cooperative and supportive. He should be able to write and present reports and

disseminate information using websites and e-mail. He now shares with the

manager the responsibilities that were hitherto reserved for the manager. Hence,

the secretarial function, though a supportive function requires a large amount of

initiative, tact and resourcefulness to succeed. According to Onifade (2009), a

18
secretary is an assistant to a manager. Apart from the traditional responsibilities,

such as typing, taking dictation and transcribing, managing records, receiving,

storing and retrieving information or operating the computer, attending meetings,

answering telephone calls, he now carries out research, prepares the manager’s

itinerary, makes travel bookings and hotel reservations, supervises the junior

workers, and makes some decisions using his initiatives. He should be able to

answer some questions on behalf of the boss.

Igbinidoin (2010) identifies the secretary’s responsibilities to include; taking

dictation and transcribing it into correspondence which is at once dispatched to its

business destination. He highlights of some forms of these correspondence to

include: letters, memos, circulars, orders, quotations, acceptances, contractual

terms, and conditions, invitations, and so on (James, 2013). Each of these items he

claimed will invoke a response from the addressees, who will perhaps order

materials, proceed to manufacture, insure cargoes, book hotels or engage in some

other expensive activity which forms part of the intricate network of business life.

Therefore the secretary must be regarded with some respect with reference to these

onerous functions that impinge on the success of the organization.

19
2.3 Theoretical Framework

This is study adopt the Mayo Human Relationship Theory (HRT). This theory was

accidentally discovered when Harvard Business School Professor Elton Mayo and

his colleagues were finding the answer to variations in worker performance while

conducting research in the mid-1920s at the Hawthorne Western Electric plant,

located near Chicago. Their original goal was to study the effect of illumination,

ventilation, and fatigue on production workers in the plant. Their research, known

as the Hawthorne Studies, became a sweeping investigation into the role of human

relations in group and individual productivity. These studies also gave rise to the

profession of industrial psychology by legitimizing the human factor as an element

in business operations.

After three years of experimenting with lighting and other physical aspects of

work, Mayo made two important discoveries. First, all the attention focused on

workers who participated in the research made them feel more important. For the

first time, they were getting feedback on their job performance. In addition, test

conditions allowed them greater freedom from supervisory control. Under these

circumstances, morale and motivation increased and productivity rose. Second,

Mayo found that the interaction of workers on the job created a network of

relationships called an informal organization (Mayo, 1933). This organization

20
exerted considerable influence on workers’ performance. Although some observers

have criticized the Hawthorne studies for flawed research methodology, this

research laid the foundation for the field of organizational behaviour.

Impact of Human Relations on the Job Performance of Secretaries

Human relations may be an art, a science, a fiction, but most of all, they are an

inescapable reality. If they are effective and it can help the secretary to fulfill well

her calling, hence human relations is good. But if they block the secretary's work,

they are evil. Whether good or evil, the secretary cannot avoid them human

relations, she is caught within their web for good or for worse. Studies have proven

that human relation enhances job performance (Dalton et al., 2000, Wowle, 2004;

Wang, 2011; Lawrence, 2014). But Moore (2008) emphasizes that human relation

main focus should be on seven broad themes which were communication, self-

awareness, self-acceptance, motivation, trust, self-disclosure, and conflict

resolution. These themes reflect the current concern in human relations with the

twin goals of (1) personal growth and development and (2) the achievement of

organizational objectives (Moore, 2008). To some degree, these themes are

interrelated (Fig. 2.2).

21
 Communication Self-awareness

EFFECTIVE
Conflict
HUMAN Self-acceptance
resolution
RELATIONS

Self-disclosure Motivation

Trust

Fig 2.2 Major Theme in Human Relations

Communication

No organization can exist without communication among its members (Wang,

2011). Communication is the process of transmitting information from one person

or place to another. Nnabuife (2009) posited that communication plays an

invaluable role both within and outside the organization towards goal

accomplishment to facilitate achievement or furtherance of an organization’s

objectives. It is the process by which a person, group, or organization (the sender)

22
transmits some type of information (the message) to another person, group, or

organization (the receiver) (Greenberg and Baron 2008). It is not an exaggeration

to describe communication as the “heart and soul” of human relations (Moore,

2008). Communication performs an important role in organizational functioning.

In the context of an organization, the secretary organizes, or coordinates members

gathering, sending, and interpreting relevant information about the organization

and the changes occurring within the organization (Kreps 1990). Perfect

communication is when the receiver understands exactly what the sender wants to

express. Lack of effective communication is one of the most inhibiting factors of

successful organizational performance (Robbins et al. 2010). The secretary work,

revolves and evolves around communications, as a matter of fact the onus of

secretary’s duties is to communicate. In order to grow and develop as persons, we

must develop the awareness and the skills necessary to communicate effectively.

This is a plus-one for job seekers. Communication is the human connection.

Self-Awareness

This is the knowledge of how you are being perceived by others (Lamberton &

Minor-Evans, 2002). It allows one to know what in one’s own behavior is being

perceived as real by other people; self-disclosure involves “being real” with others.

Stephen (1989) said until we take how we see ourselves (and how we see others)

into account, we will be unable to understand how others see and feel about

23
themselves and their world. One of the most important ways to develop improved

relationships with others is to develop a better understanding of ourselves. With

increased self-awareness comes a greater understanding of how our behaviour

influences others. The importance of self-awareness is being recognized by an

increasing number of authors, trainers, educators and scholars (Moore, 2008). Self-

aware is important because a deficit in it can be damaging to one’s personal and

organizational relationships and career. It is the ability to see yourself realistically,

without a great deal of difference between what you are and how you assume

others see you (Lamberton & Minor-Evans, 2002).

Self-Acceptance

This is the foundation of successful interaction with others. In a work setting,

people with positive self-concepts tend to cope better with change, accept

responsibility more readily, tolerate differences, and generally work well as team

members. A negative self-concept, however, can create barriers to good

interpersonal relations. Self-acceptance is crucial not only for building

relationships with others but also for setting and achieving goals. The more you

believe you can do, the more you are likely to accomplish. It is essential for

effective human relations.

24
Motivation

It is often used by people to describe the force that gets them to do their tasks. It is

no longer enough to threaten punishment or even to reward a job well done.

Motivation derives from the needs of an individual and of a group. It is also a

major element in understanding human relations (Lamberton & Minor-Evans,

2002). Motivation simply means the inner drives for excellence (Moore, 2008).

And it can be very powerful. To motivate others, you need to understand time-

proven, well-researched theories and well established motivation strategies.

Trust

Trust is a belief in the honesty, integrity, and reliability of another person

(Lamberton & Minor-Evans, 2002). It is the building block of all successful

relationships with coworkers, customers, family members, and friends. There is

compelling evidence that low levels of trust in a work force can lead to reduced

productivity, stifled innovation, high stress, and slow decision making (Moore,

2008). When a lack of trust exists in an organization, a decline in the flow of

information almost always results. Employees communicate less information to

their supervisors, express opinions reluctantly, and avoid discussions. Cooperation,

so necessary in a modern work setting, deteriorates. When a climate of trust is

present, frank discussion of problems and a free exchange of ideas and information

is more likely to take place.

25
Self-Disclosure

Self-disclosure and trust are two halves of a whole. It is the process of letting other

people know what you are really thinking and feeling. It reflects the positive side

of human relations: by allowing others to see what feelings and thoughts you really

have in a given instance, you can promote genuineness in the other person. A

positive side effect is that your relationship with the other person is likely to

become closer (Lamberton & Minor-Evans, 2002).The more open you are with

people the more you tend to trust them. The more trust there is in a relationship,

the safer you feel to disclose who you are. Self-disclosure is also part of good

communication and helps eliminate unnecessary guessing games. It is the ability to

let another person know what is real about your thoughts, desires, and feelings

(Lamberton & Minor-Evans, 2002). Managers who let their subordinates know

what is expected of them help those employees fulfill their responsibilities

Conflict Resolution

Conflict is part and parcel of the lives of many workers (Moore, 2008). One may

experience conflict during a commute to work with driver over change or careless

driving. As a secretary and the chief administrative officer in most firms must have

the ability to resolve conflict in critic to organizational performance. As a team

member, you may assume the role of mediator when other team members clash.

Conflict also surfaces when working parents attempt to balance the demands of

26
both work and family. Stressful conditions at home often interfere with work

performance, and on-the-job pressures create or magnify problems at home. The

ability to anticipate or resolve conflict can be an invaluable skill for secretarial job

performance.

2.4 Empirical Studies

Several studies related the role and responsibilities of the secretary and their job

performance have been reviewed. Various authors have also looked from different

aspects attempting to measure the actual performance of the secretary in an

organizational setting.

Abosede and Akintola (2015) on a recent study on “information and

communication technology facilities’ utilization and job performance of secretaries

in public and private universities”, reported that all the functions performed by the

secretary, reveals that the role played in any organization cannot be undermined;

and this is why some people refer to secretaries as the nerve-centre of any

organization. Their believed that secretaries are indispensable to any successful

organization as blood is indispensable to any living being on earth.

Azil (2013) on her study title “capacity building in modern office technology: an

imperative for effective secretarial productivity”, submitted that the secretary is a

public relations expert, a staff assistant, the boss’s office memory. The secretary is

27
responsible for much of the detail work of the office and is expected to carry out

the duties with a minimum of supervision and direction (Azil, 2013). This was in

line with Nwosu (1997) assertion when argued that the secretary is expected to

represent the organization and the employer attractively to the public and generates

good human relations in working with all employees in the organization.

James (2013) conducted a study on the “effects of information and communication

technology on secretaries’ performance in contemporary organisations in Bayelsa

State”. He reported that the quality of secretaries available is a function of reliable

and acceptable reporting framework that will improve productivity organizations.

And this can only be achieved through an effective and efficient human resource

development structure. On another development, Adebayo and Akinyele (2012) on

the “challenges of modern professional secretary/officer manager in achieving

success at work”, and reported secretaries use many different talents and work with

many different people in achieving organization set goals. And that the secretary

has the responsibility to organize the work flow so that the employer will feel that

everything is under control, with all projects completed when needed.

Igbinedion (2010) conducted a study on “knowing the graduate office secretary”,

and described that graduate office secretary as distinct from other secretarial hands.

That arising from the general mistaken identity of the true secretary, he work

28
identifies the true office secretary as a secretarial graduate who is an invaluable

asset and assistant to top of business and organizations executives without whose

help, the executives cannot function optimally in organizations.

Onifade (2009) on his study titles “the indispensable secretary” described a

secretary is an assistant to an executive, who possesses personal and business

attributes; his personal attributes of a secretary include adaptability and self-

confidence while his business attributes include secretarial skills and

responsibility. And the secretary is indispensable with specific and peculiar quality

like possesses good communication skills and thus making him good in human and

public relations.

2.5 Summary of Literature Review

Based on the conceptual and theoretical appraisal of human relations, secretaries

and their job performance in an organization is imperative to summarized as thus.

Human relations covers all types of interactions among people—their conflicts,

cooperative efforts, and group relationships. Employees are more productive when

they have the ability to develop effective relationships with their supervisor, fellow

workers, customers, and clients. The healthy functioning of any organization, large

or small, depends on teamwork. Effective human relations are the very foundation

of teamwork. Human relations, when applied in a positive and supportive

environment, can help increase an organization’s productivity and efficiency.

29
Secretaries perform various office duties in the organization and their ability to

apply some of skill of human relations leads to efficiency in the performance of

their assigned roles. It is therefore affirmed that human relations positively impact

the outcome of secretarial job in an organization and should be provided in every

organization by training and retraining programme for mastery of human relations

for the overall growth and benefit organizational set goals.

30
 CHAPTER THREE

Research Methodology

This chapter is concerned with a brief description of the methods and

procedures used in the collection of data for this study. To treat this effectively, the

chapter was sub-divided into the following:

- Research design

- Area of Study

- Population of the Study

- Sample and Sampling Techniques

- Research Instrument

- Validity of the Instrument

- Reliability of the Instrument

- Method of Data Collection

- Method of Data Analysis

3.1 Research Design

The research is a survey research in which questionnaire will be used by the

researcher to obtain information about the impact of human relations on the job

performance of secretaries in an organization of Bayelsa State. Research is a

design in which a group of people or items are studied by collecting and analysing

31
data from only a few people or items that are considered to be representatives of

the entire population or group. This design was chosen because it is economical,

less cumbersome and allows a large population to be studied at a lesser cost. It is

economical in the sense that a study a study of representative samples will permit

inferences from and generalizations to populations that would be too expensive to

study a whole.

3.2 Area of Study

The study area is Bayelsa State. Yenagoa is capital of Bayelsa state of Nigeria,

which lies between latitudes 6° 15′ 51’’ in the East and longitude 4° 55′ 29″ in the

North (Wikipedia, 2015). The city is located on the banks of Ekole Creek and Nun

River; the latter being one of the major river courses making up the Niger Delta’s

river. In the East, it is bounded by the Rivers state, in the West and North by Delta

state, in the south and west by the Atlantic Ocean. Bayelsa State was created in

1996 from the former Rivers state. The main vegetation is mangrove/fresh water

swamp. There are major languages spoken in Bayelsa state which are Izon, Nembe,

Epie-Atissa, and Ogbia. Like the rest of Nigeria, English is the official language.

Bayelsa State has one of the largest crude oil and natural gas deposits in Nigeria.

As a result, petroleum production is extensive in the state. The local population

engages in fishing on a subsistence and commercial level. The Bayelsa State

government is otherwise the main employer of labour in the state.

32
3.3 Population of Study

The population of Bayelsa state was put at 1,998,349 respectively

(en.m.wikipedia.org/wiki, 2015). The target population for this study were

administrative staff in organizations from the four companies; Julius Berger,

Dawoo Plc, Century Energy Services, and Global Seaway International Company

located in yenagoa metropolis, have combined work strength of 850 staff. These

respondents consisted of men and women including youths whose age range is

from 18 years and above and employed in the selected organization. These

categories of people were suitable for use as population of the study since they are

classified as adults who in spite of their ages which range from 18 years and above,

still employed in the selected organizations.

3.4 Sample and Sampling Technique

The sample choice for the study included men and women from age 18 years and

above that are working in the administrative departments in the various sections and

few senior staff of these companies. This is due to the fact that at the organizations,

decisions are made by adults of various segments including youths, men, and women.

The sampling technique adopted in this research was proportionate random sampling

technique. Ten percent (10%) of adults will be selected from target population using

33
the proportionate random sampling technique across the four companies. The sample

size included 85 adult males and females.

3.5 Research Instrument

The data for this research study will be collected through the use of questionnaire

called “Impact of Human Relations on the Job Performance of Secretaries in an

Organization (IHRJPSO)”. The questionnaire was designed to elicit information on

impact of human relations on the job performance of secretaries in an organizations in

Bayelsa State. The questionnaire is drawn on four 4-point modified Likert Rating

Scale of Strongly agree (SA) = 4, Agree (A) = 3, Disagree (D) = 2, Strongly Disagree

(SD) = 1.

3.6 Validity of the Instrument

Copies of questionnaire which the researcher developed will be submitted to my

project supervisor and other experts in the area of measurement and evaluation, to

make some corrections, suggestions, inclusion of others relevance questions or

remove irrelevance question from the research instrument. My supervisor reviewed

the final questionnaire submitted and confirmed the content to for validity.

3.7 Reliability of the Instrument

The reliability of the instrument was ascertained using test retest. This instrument was

first administered on ten adults who were not involved in the study. The instrument

34
was re-administered on the same adults after two weeks. The scores were taken and

the correlation between the two scores calculated using Pearson Product Moment Co-

relation Co-efficient (r) to find the reliability of the instrument. The reliability of the

instrument was found to be

3.8 Administration of Instrument

The researcher personally administered the questionnaire to the respondents

with the assistance of few colleagues who were briefed on the importance and

content of the questionnaire. Questionnaires were developed and administered to

the respondents by researcher. A total of 85 questionnaires will be distributed

among the respondents, for the purpose of this research a letter was attached to the

questionnaires explaining the purpose of this research. The respondents were

assured of total anonymity.

3.9 Method of Data Analysis

The method of data analysis that was adopted for this study was the mean analysis.

Responses to the questionnaire was carefully analysed in tables. The researcher used

weighted mean responses to determine the criterion mean (x). Thus, items that fell

between 2.5 and above was considered as accepted mean while those below 2.5 were

rejected. The hypothesis was tested with Chi-Square (x) at 0.05 levels of significance.

And a brief analytical discussion was made to explain each result obtained.

35
 CHAPTER FOUR

Results and Data Presentation

This chapter presents the data obtained from respondents in the researched

area for the study, as well as the analysis of data, results and hypothesis stated in

the study. The relevant to the research questions and hypotheses are presented in

tables and contextually discussed under these following headings:

1. Research question

2. Testing of the Hypothesis

3. Discussion of findings

For the purpose of confirming or otherwise the research questions from the data

collected will be summarized, analyzed and interpreted, that is the outcome of

questionnaires will be analyzed here. A total of 85 questionnaires were

administered out of which 81 were returned and 78 were correctly filled.

36
Table 4.1 Questionnaire distribution and collection

4.1 The Table below shows the total of questionnaire distributed and
collected.
Questionnaire
Number sent No returned No correctly Percentage of correctly
out filled filled
85 81 78 91.8 %
From the analysis above, it is clear that a total of 85 questionnaires were

administered out of which 81 were successfully returned and 78 were correctly

filled and valid for computation, which represents 91.8% % of the total

questionnaire distributed.

4.1 Demographic Variable

Table 4.1.1 Sex Distribution among the Respondents

SEX Frequent Percentage

Male 17 21.8
Female 61 78.2
Total 78 100

In Table 4.1.1 above, show the sex distribution among the respondents in all filling

stations as tabulated above, 17 (21.8%) of the respondent were males, while 61

(78.2%) are females, making a total of 78 (100%). Hence, majority of the

respondents were females.

37
Table 4.1.2 Age Distribution among the Respondents

1 Age Group Frequency Percentage

Below 25years 21 26.9
26-30 years 29 37.2
31-39years 16 20.5
40-49years 7 9.0
50 and above years 5 6.4
Total 78 100

In Table 4.1.2 above, in Item 1, the age group among the respondents, there were

within the ages of below 25years was 21 (26.9%), while ages within 26-30 years

were 29 (37.2%). Also 16 persons representing 20.5% of respondents were aged

31-39 years, and the respondents within ages 40-49years were 7 representing

22.7%. And finally those between the ages of 50years and above were 5

representing 11.8%. Hence, by the simple majority rule those within the ages of

26-30 years formed majority for the study.

Table 4.1.3 Marital Status of the Respondents

Marital Status Frequency Percentage

Married 52 66.7
Single 17 21.8
Others 9 11.5
Total 78 100

In Table 4.1.3 above, show the marital status of the respondents in the

organizations used for the study shows that out of the 78 respondents in all

38
organizations used in study, 52 respondents representing 66.7% were married,

while 17 respondents representing 21.8% were single, also 9 respondents,

representing 11.5% were designated as others. Hence, majority of the respondents

admitted in the study are married.

Table 4.1.4 Educational Qualification of the Respondents

Qualification Frequency Percentage

FSLC 5 6.4
SSCE 15 19.2
NCE/OND 30 38.5
HND/B.Sc 22 28.2
Others 6 7.7
Total 78 100%

In Table 4.1.4 above, show the educational qualification of the respondents in the

study. Out of the 78 respondents in the study areas, majority of respondents have

NCE/OND or its equivalent with 30 (38.5%). Closely follow is those with

HND/B.Sc with frequency of 22 (28.2%). The other education qualifications are

shown in Table 4.1.4 above. Hence, majority of the respondents hold a NCE or

OND or it equivalents.

4.1.5 Religion Distribution among the Respondents

39
 1 Religion Frequency Percentage
Christianity 72 92.3
Islam 5 6.4
Others 1 1.3
Total 78 100

In Table 4.1.5 above, the religion among the respondents, shows that 72

respondents representing 92.3% were Christians, while 11.8%, that 5 respondents

were Islam, also 1 of the respondent (1.3%) was categorized into others. From the

results obtained the majority of the respondents were Christians.

4.2 Research Questions

40
 Research Question 1: What are the benefits of the positive impact of human
relations in the overall job performance of secretaries in organizations?

Table 4.2.1 The benefits of the positive impact of human relations in the overall
job performance of secretaries in organizations

S/N Responses Total Mean Remark

Statements SA A D SD U
=5 =4 =2 =1 =3
1 I believe that good human 14 58 5 1 0 78 4.01 Accepted
relations skill of secretaries help
them to do their job better (70) (232) (10) (1) (0) (313)
2 I believe with good human 18 56 4 0 0 78 4.12 Accepted
relation enhance job
performance of secretary (90) (224) (8) (0) (0) (322)
3 I think a secretary is incomplete 22 54 2 0 0 78 4.23 Accepted
without good human relations
skills as everything the secretary (110) (216) (4) (0) (0) (330)
do evolve around people
4 I feel the benefits of human 24 50 4 0 0 78 4.21 Accepted
relations to secretarial duties are
immense; as it leads to overall
productivity and good job (120) (200) (8) (0) (0) (328)
performance
Grand mean 4.14 Accepted

41
Table 4.2.1 shows the means from the respondents. The criterion of 3.0 was used

to either accept or reject the mean for all the research questions. All the question

items raised were accepted with average mean of 4.01, 4.12, 4.23 and 4.21

respectively. Item 3 (I think a secretary is incomplete without good human

relations skills as everything the secretary do evolve around people) has the highest

mean. Closely followed by item 4 (I feel the benefits of human relations to

secretarial duties are immense; as it leads to overall productivity and good job

performance) with an average mean of 4.21. other accepted items are displayed in

Table 4.2.1 above, the results indicate that the questions raised were accepted with

a grand mean of 4.14, thus, affirming that there are benefits of human relations in

the overall job performance of secretaries in organizations.

42
 Research Question 2: What are the contributions of human relations in the overall
success of organizations?

Table 4.2.2 The contributions of human relations in the overall success of

organizations

S/N Responses Total Mean Remark

Statements SA A D SD U
=5 =4 =2 =1 =3
5 I think human relations 15 57 4 1 1 78 4.04 Accepte
contribution to productivity d
organizations
(75) (228) (8) (1) (3) (315)
6 I believe human relations 20 54 3 1 0 78 4.14 Accepte
increases business growth and d
profitability for organizations
(100) (216) (6) (1) (0) (323)
7 I believe human relations is a 18 57 3 0 0 78 4.15 Accepte
necessary tool for contemporary d
businesses and organizations as
(90) (228) (6) (0) (0) (324)
helps competitively
8 I think human relation gives 16 56 5 1 0 78 4.04 Accepte
organizations good image which d
a necessity for achieving
organization set goals
(80) (224) (10) (1) (0) (315)
4.09 Accepte
Grand mean
d

43
Table 4.2.2 shows the means from the respondents. The criterion of 3.0 was used

to either accept or reject the mean for all the research questions. All the items were

accepted with average mean of 4.04, 4.14, 4.15 and 4.04 respectively as shown in

Table 4.2.4. Item 7 (I believe human relations is a necessary tool for contemporary

businesses and organizations as helps competitively) has the highest mean of 4.15,

closely followed by item 6 (I believe human relations increases business growth

and profitability for organizations) with an average of 4.14. Other accepted items

are also displayed in Table 4.2.2 above.

From the results obtained, the question raised was accepted with a grand mean of

4.09, thus, affirming that contributions of human relations in the overall success of

organizations.

44
 Research Question 3: What are the negative effects of poor human relations on
secretary job performance in organizations?

Table 4.2.3 The negative effects of poor human relations on secretary job
performance in organizations
S/N Responses Total Mean Remark
Statements SA A D SD U
=5 =4 =2 =1 =3
9 I believe poor human relations 14 54 6 3 1 78 3.90 Accepted
contribution to negatively to
productivity any organization
(70) (216) (12) (3) (3) (304)
10 I believe poor human relations 12 55 8 2 1 78 3.86 Accepted
decreases business growth and
increase losses for organizations
(60) (220) (16) (2) (3) (301)
11 I believe poor human relation 18 55 4 1 0 78 4.09 Accepted
make organizations perform
poorly in the competitiveness
today’s contemporary business
world (90) (220) (8) (1) (0) (319)

12 I think poor human relations 15 56 5 2 0 78 3.99 Accepted

create bad image which is bad
for business and undermines
(75) (224) (10) (2) (0) (311)
organizations in achieving their
objectives
Grand mean 3.96 Accepted

45
 Table 4.2.3 shows the means and grand means of responses to research

question 3. A criterion of 3.0 was used to either accept or reject the grand mean for

all the research questions.

All the items were accepted in Table 4.2.3 above, and item 11 (I believe

poor human relation make organizations to perform poorly in the competitiveness

today’s contemporary business world), had the highest grand mean of 4.09,

followed by item 12 (I think poor human relations create bad image which is bad

for business and undermines organizations in achieving their objectives), which

had 3.99, while item 9 and 10 both have grand means of 3.90 and 3.86

respectively. The Table 4.2.3 also displays the grand mean as shown in the column

above.

From the results obtained, the question raised was accepted with a grand mean of

3.96, thus, affirming that there are negative effects of poor human relations, and it

negatively affects the secretary job performance in organizations.

46
 Research Question 4: To what extent is human relations a key characteristic and a
necessary attribute for a good and efficient secretary?

Table 4.2.4 The extent to which is human relations a key characteristic and a
necessary attribute for a good and efficient secretary
S/N Responses Total Mean Remark
Statements SA A D SD U
=5 =4 =2 =1 =3
13 I believe to greater extent that 12 55 8 2 1 78 3.86 Accepte
human relations is necessary tool for d
every secretary (80) (220) (16) (2) (3) (301)
14 I believe to great extent that 22 52 4 0 0 78 4.18 Accepte
secretaries as the nerve-centre d
organizational performance good (110) (208) (8) (0) (0) (326)
human relation will enhance job
satisfaction for customers and their
organization itself
15 I believe secretary can only be 15 55 5 1 2 78 4.00 Accepte
indispensable with good d
communication skills; with is the
hub of human relations (75) (220) (10) (1) (6) (312)
16 I believe good human relation help 16 58 4 0 0 78 4.10 Accepte
secretary coordinate, organize, d
arrange and communicate
effectively around and within (80) (232) (8) (0) (0) (320)
organization settings.
4.04 Accepte
Grand mean
d

47
 Table 4.2.4 shows the means and grand means of responses to research

question 3. All the items were accepted in Table 4.2.3 above, and item 14 (I

believe to great extent that secretaries as the nerve-centre organizational

performance good human relation will enhance job satisfaction for customers and

their organization itself), had the highest grand mean of 4.18, followed by item 16

(I believe good human relation help secretary coordinate, organize, arrange and

communicate effectively around and within organization settings), which had 4.10,

also item 13 and 15 both have grand means of 3.86 and 4.00 respectively. The

Table 4.2.4 also displays the grand mean as shown in the column above.

From the results obtained, the question raised was accepted with a grand mean of

4.04, thus, affirmed that to a greater extent, human relations a key characteristic

and a necessary attribute for a good and efficient secretary in organizations.

48
4.3 TESTING OF HYPOTHESES

1. H0: There is no significant relationship between human relations and the job

performance of secretarial in organizations.

Hypothesis I

Table 4.3.1: Chi-Square table computing the relationship between human relations
and the job performance of secretarial in organizations

S/N Items O E O-E O-E2 O-E2/E

1 SA 18 15.6 2.4 5.76 0.369
2 A 56 15.6 40.2 1632.16 104.626
3 D 4 15.6 -11.6 134.56 8.626
4 SD 0 15.6 -15.6 243.36 15.6
5 U 0 15.6 -15.6 243.36 15.6
Total 78 144.82
X² calculated = 144.82

Level of significance = 0.05

Degree of freedom = n-1 = (r-1) (c-1)

= (5-1) (2-1) = 4

X² = 9.49 at 1 degree of freedom (0.05) level of significance.

Table 4.3.1 above contained the chi computation for the testing of the research

hypothesis. The results revealed that x² calculated values 144.82 is greater than

critical table value 9.49 required for 0.05 of significance for one degree. Based on

the above analysis, the researcher rejects null hypothesis (Ho), and therefore

accepts the alternative hypothesis (Ha) which states there is positive and significant
49
relationship between human relations and the job performance of secretarial in

organizations.

Hypothesis II

2. H0: Human relations do not contribute to organization overall success

Hypothesis II

Table 4.3.2: Chi-Square table computing on whether human relations do not

contribute to organization overall success

S/N Items O E O-E O-E2 O-E2/E

1 SA 20 15.6 4.4 19.36 1.241
2 A 54 15.6 38.4 1474.56 94.523
3 D 3 15.6 -12.6 158.76 10.177
4 SD 1 15.6 -14.6 213.16 13.66
5 U 0 15.6 -15.6 243.36 15.6
Total 78 135.2

X² calculated = 135.2

Level of significance = 0.05

Degree of freedom = n-1 = (r-1) (c-1)

= (5-1) (2-1) = 4

X² = 9.49 at 1 degree of freedom (0.05) level of significance.

Table 4.3.2 above contained the chi computation for the testing of the research

hypothesis. The results revealed that x² calculated values 135.2 is greater than

50
critical table value 9.49 required for 0.05 of significance for one degree. Based on

the above analysis, the researcher rejects null hypothesis (Ho), and therefore

accepts the alternative hypothesis (Ha) which states human relations contributes to

organization overall success and performance.

Discussion of findings

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

51
 This chapter deals with summary of findings, conclusion, implications of the

findings, recommendations, limitation of the study and suggestions for further

research.

5.1 Summary of Findings

This study was based on impact of human relations on the job performance

of secretaries in an organization. The study was organized into five chapters;

chapter one to five. Chapter one deals with the background, statement purpose of

the study, significance and the scope of the study. It gave bring definition on what

human relations is, and how it is vital to organizational overall performance.

Chapter two dealt with the conceptual and theoretical frameworks. The study also

highlighted the concept of human relations, secretary, job performance, and their

challenges in contemporary organizational settings. The Mayo Human

Relationship Theory (HRT) was adopted and used as the theoretical framework.

This theory was accidentally discovered when Harvard Business School Professor

Elton Mayo and his colleagues were finding the answer to variations in worker

performance while conducting research in the mid-1920s at the Hawthorne

Western Electric plant, located near Chicago. The chapter three described the

research design used for the study, the population, the sample and sampling

techniques, the research instrument, the reliability of the instrument, and the

validity of instrument. It also highlighted the type of statistical tool that study used

52
for analyzing it data. The chapter four dealt with the presentation of results,

interpretation, discussion of findings and the testing of the hypotheses raised in this

study. While chapter five which is the finally chapter, focused on the summary of

findings, conclusion, implications of the findings, recommendations, limitation of

the study and suggestions for further research.

5.2 Conclusion

This based of the discussions of the findings in this study, it pertinent to

affirm that human relations, secretaries and their job performance in an

organization is overwhelming. Hence, human relations covers all types of

interactions among people—their conflicts, cooperative efforts, and group

relationships. Employees are more productive when they have the ability to

develop effective relationships with their supervisor, fellow workers, customers,

and clients. The healthy functioning of any organization, large or small, partly

depends on teamwork. Effective human relations are the very foundation of

teamwork and the striving strength for organizational success. Secretaries perform

various office duties in the organization and their ability to apply some of skill of

human relations leads to efficiency in the performance of their assigned roles. It is

therefore worthy of note that human relations has impact on the outcome of

secretarial job in an organization and should be provided in every organization by

53
training and retraining programme for mastery of human relations for the overall

growth and benefit organizational set goals.

5.3 Implication of the Findings

The findings of this study confirm and affirm that human relations as tool for

teamwork, and that every secretary should imbibe in this wonderful attribute for

personal and collective growth in organizational settings. This study implies that a

good secretary is indispensible and is someone that has good communicative skills

and better in human relations which includes a desire to understand others, their

needs and weaknesses and their talents and abilities. For everyone in a workplace

setting, human relations also involves an understanding of how people work

together in groups, satisfying both individual needs and group objectives. If an

organization is to succeed, the relationship among the people in the organization

must be monitored and maintained and the secretary is at the centre of this. Thus,

the human relations revolve around the secretary in organizations and cooperative

environments. Although human relation skills need to be addressed in secretary

and other workers in organization but essential among others is the need to train

and retrain secretary to meet the challenges pose by modernization.

5.4 Recommendations
54
 In view of the importance of human relations in secretarial job performance

an organization and based on the discussion of findings of this study it is

imperative to make the following recommendations:

1. That the necessary office technology equipment should be provided in every

organization and training and retraining programme should be organized for

secretaries in every organization for occupational relevant.

2. That individual members of organizations should engaged in a self

assessment to determine which of the human relations role as well as their

competency levels in the identified areas and make necessary adjustments.

3. That individual secretarial staff (irrespective of rank and experience) should

pursue enhanced relevance in their duty performance by pursuing the

acquisition of the highlighted competencies.

4. That secretaries should create awareness of the need among the members as

well as organize seminars, workshops and conferences to enlighten them on

the relevance of human relations as part and parcel of organization success.

5. That organizations and co-operations should provide inservice-training

opportunities for their secretarial staff as well as support them in their up-

grading and up-dating endeavours for mutual benefits.

55
5.6 Suggestions for Further Research

Based on the findings made during the study, the following suggestions are

made for further studies:

(i) An investigation into other various roles of intrinsic motivation on

secretarial job performance in organizations

(ii) A comparative study of role of secretary as a driving force for

organizational success and overall productivity.

(iii) A study on factors militating secretaries in performing their job

effectively and the various solutions to enhance their performance.

(iv) A comparative study of the role of Information Technology and

Communication on enhance secretarial input in organizational settings .

REFERENCES

56
Department of Office Technology and Management,

57
 Faculty of Business Studies,
Delta State Polytechnic, Ozorro
June 1st, 2015

Dear respondents,
I am student of the Department of Office Technology and Management in the

above named Polytechnic.

I am currently carrying out a research on “Impact of Human Relations on the Job

Performance of Secretaries in an Organization” as part of the pre-requisite for

completion and award of Ordinary National Diploma (OND) Certificate in Office

Technology and Management.

I wish to appeal to you to assist this study by kindly sparing a few minutes to

complete this questionnaire. You are not required to disclose your identity. I wish

to assure you that your answers will be treated in strict confidence and used for the

stated academic purpose only. Thanks for your cooperation.

Yours Faithfully,

..................................
……………………..

QUESTIONNAIRE

58
THE IMPACT OF HUMAN RELATIONS ON THE JOB PERFORMANCE
OF SECRETARIES IN AN ORGANIZATION (IHRJPSO)

Please, kindly complete the following section by ticking (√) in the appropriate box
you have chosen as a response to the statements below:

Section A: Demographic Data of Respondents

1. Your sex is: (a) Male ( ) (b) Female ( )

2. Your age is: (a) 18 -25years ( ) (b) 26-30 ( )

(c) 31-40years ( ) (d) 41years and above ( )

3. Your educational qualification is:

(a) First School Leaving Certificate (F.S.L.C) ( )

(b) Secondary School Examination Certificate (SSCE) ( )

(c) OND/ NCE or its equivalent ( )

(d) HND/B.Sc/B.Ed/B.A ( )

4. Your marital status is: (a) Married ( ) (b) Single ( )

(c) Divorced ( ) (d) Widowed ( )

5. How many years have you worked here? (a) 1-5 year ( ) (b) 6-10 years ( )

(c) 11-15 years ( ) (d) 16-20 years ( ) 21 and above ( )

6. Which department do you work? (a) Accounting ( ) (b) Health ( )

(c) Administration ( ) (d) Human Resources (e) others ( )

Section B

59
Research Question 1: What are the benefits of the positive impact of human
relations in the overall job performance of secretaries in organizations?
S/N Statements SA A D SD
1 I believe that good human relations skill of secretaries ( ) ( ) ( ) ( )
help them to do their job better
2 I believe with good human relation enhance good job ( ) ( ) ( ) ( )
performance of secretary
3 I think a secretary is incomplete without good human ( ) ( ) ( ) ( )
relations skills as everything the secretary do evolve
around people
4 I feel the benefits of human relations to secretarial ( ) ( ) ( ) ( )
duties are immense; as it leads to overall productivity
and good job performance

Research Question 2: What are the contributions of human relations in the overall
success of organizations?
S/N Statements SA A D SD
5 I think human relations contribution to productivity ( ) ( ) ( ) ( )
organizations
6 I believe human relations increases business growth ( ) ( ) ( ) ( )
and profitability for organizations
7 I believe human relations is a necessary tool for ( ) ( ) ( ) ( )
contemporary businesses and organizations as helps
competitively
8 I think human relation gives organizations good ( ) ( ) ( ) ( )
image which a necessity for achieving organization
set goals

Research Question 3: What are the negative effects of poor human relations on
secretary job performance in organizations?
S/N Statements SA A D SD
9 I believe poor human relations contribution to ( ) ( ) ( ) ( )
60
 negatively to productivity any organization
10 I believe poor human decreases business growth and ( ) ( ) ( ) ( )
increase losses for organizations
11. I believe poor human relation make organizations ( ) ( ) ( ) ( )
perform poorly in the competitiveness today’s
contemporary business world
12 I think poor human create bad image which is bad for ( ) ( ) ( ) ( )
business and undermines organizations in achieving
their objectives

Research Question 4: To what extent is human relations a key characteristic and a

necessary attribute for a good and efficient secretary?
S/N Statements SA A D SD
13 I believe to greater extent that human relations is ( ) ( ) ( ) ( )
necessary tool for every secretary
14 I believe to great extent that secretaries as the nerve- ( ) ( ) ( ) ( )
centre organizational performance good human
relation will enhance job satisfaction for customers
and their organization itself
15 I believe secretary can only be indispensable with ( ) ( ) ( ) ( )
good communication skills; with is the hub of human
relations
16 I believe good human relation help secretary ( ) ( ) ( ) ( )
coordinate, organize, arrange and communicate
effectively around and within organization settings.
SA - Strongly Agree, A – Agree, D – Disagree and SD – Strongly Disagree

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