The study investigated human relations functions available in EMENITE Plc. and AMAH BREWERIES NGWO. Questionnaire structured in two phases were used as instrument. The population consisted the management and the employees of both companies for this research and a sample of 150 was used out of the total population of 300.
From the analyses of the data: it was discovered that EMENITE and AMAH BREWERIES have beautiful human relations policies that have motivated their staff towards greater work output. However, some recommendations were made to take care of the problems of human relations policies identified in the study.
Business center or company is not merely a work place in an office, but in addition to that it is a social environment. Business activities in this aforementioned places embraces human relations which in turn involve individual and group behaivour and these attitudes emanate from different natural instincts and circumstances affecting us as individual or as a group.
In any organization, the effectives and overall efficiency depends on the people in the organization. It then follows that the sole aim of the study of behavior in an organization is to observe, analyze and see how incentives influences people’s at work. In carrying out this task, we ought to know what people do why they do it and how they are doing it to reach the desired goal.
In working condition, two pivotal questions seem to be on one’s mind: what causes people to do the things they do? And how their performance can be improved substantially?
According to Thorndike; we tend to respect those actions which attract satisfaction and reward and avoid those ones which brings reprisal and punishment (Zimbardo and Ruch 1997).
The theory tagged “The imperial law of effects states that any act which in a given situation produces satisfaction, tends to be associated with that situation, so that when the situation re occurs, the act is more likely than ever before to reoccur again; conversely, any act which in a given situation produces discomfort becomes disassociated from that situation so that when the situation reoccurs, the act is less likely than before to reoccur again from practical point of view; Thorndike’s observation is still valid. Most people tend to see reward and avoid punishment in most of their activities.
On the same line of reasoning, skinner noted that “animals learn to associate potential rewards with certain activities and strife to achieve reward CPM Film 1975”; if there is no reinforcement for behaviors, skinner maintained, it will gradually disappear, for example; Emery air freight (USA) developed a system that provided feedback to employees on their job performance. Workers could then measure their own improvement and success. Management reinforced the changes with praise and recognition.
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