ASSESSING THE IMPACT EMPLOYEE RELATIONS ON EMPLOYEE EFFECTIVENESS AND PERFORMANCE IN THE CAMEROONIAN CIVIL SERVICE

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Employees play a pivotal role in organizational success and productivity, forming a crucial element in enhancing overall output (Olaolu, 2019). The term "employee relations" refers to the interactions, dynamics, and relationships among employees within an organization and between employees and management, encompassing communication, teamwork, conflict resolution, and workplace atmosphere (Olaolu, 2019). Employee relations is seen as instrumental in improving organizational performance, with the quality of workplace relationships significantly impacting motivation and performance (James, 2018). The level of employee engagement with the organization, especially with colleagues, profoundly influences error rates, innovation, collaboration, absenteeism, and job tenure. Employee relations contribute to various aspects such as employee recognition, policy development, problem-solving, and dispute resolution, encompassing managing the employment agreement, addressing employment practices, and providing employees with a voice (Frank & Jeffrey, 2020). Positive relationships between employees and management are crucial throughout recruitment, employment tenure, and separation stages (Rose, 2018). In Cameroon, as outlined in the General Civil Service Regulations, public officials are mandated to personally deliver the public service assigned to them and to commit themselves to it diligently, honestly, and with a sense of responsibility towards the public good. This underscores the importance of the rights and obligations incumbent upon civil servants, upon which the effectiveness of public administration heavily relies. General Instruction No. 002 of 1 October 2002, governing government work organization, delineates the primary objectives for public officials and outlines the principles guiding their conduct. This directive introduces several innovative aspects compared to its predecessor of 4 June 1998, including the specification of the fundamental aim of administrative action: promoting the development and well-being of all Cameroonians, as well as emphasizing the paramount duty of public officials to serve rather than subjugate the population. Within the framework of this new managerial ethos, the concept of public service assumes a central role in motivating officials: by improving the management of officials, the goal is to enhance service delivery to users (Onana, 2021). On the other hand, the civil service cannot effectively achieve objectives without positive relationships between employers and employees. Hence, managers must establish and maintain such relationships. Effective employee and management relationships impact performance, job satisfaction, and outcomes during separation (Burns, 2017). Good relationships motivate better performance and the application of human relations in managing human resources is vital in today's competitive business environment (Christen, Iyer & Soberman, 2016). Positive working relationships between labor and management lead to job satisfaction (Raizada, 2019). A lack of peace and harmony in the workplace can undermine employees’ effectiveness and performance, thus emphasizing the importance of a supportive work environment for improved performance and job satisfaction (Boyle, 2019). Effective employee relations are crucial for fostering an employees’ effectiveness and performance. However, many civil servants struggle to fulfill their duties due to a lack of essential equipment, insufficient supplies, and ineffective management systems (Edoho et al., 2018). Additionally, the absence of a clear career progression path, inadequate housing, limited access to medical facilities and drugs, low wages, insufficient recreational amenities, and limited educational opportunities for children further exacerbate the challenges faced by civil servants. Also, academic isolation and bureaucratic problems have also been identified as factors that affect the productivity of civil servants in Cameroon (Edoho 2018).Therefore, a survey will be conducted in order to investigate the influence of employee relations on employee effectiveness and performance in the Cameroonian civil service.

1.2 Statement of the Problem

Organizations benefit greatly from fostering healthy relationships between employees and employers. When employees experience mutual respect with their employers, it tends to result in higher levels of happiness, loyalty, effectiveness, and productivity over time. Maintaining employee engagement, satisfaction and effectiveness to carry out duties goes beyond offering competitive pay and benefits. According to Ali, Lei, and Wei (2018), employees rank respectful treatment from all colleagues as the most crucial factor in job satisfaction. Additionally, in times of workplace uncertainty, trust between employees and senior management becomes pivotal. The fear of job insecurity can lead to significant anxiety among employees, highlighting the importance of organizations providing transparency and honest communication regarding their long-term viability. Creating workplaces free from stress, morale issues, harassment, and discrimination fosters a positive and healthy environment for all. Despite the growing importance of managing employee relationships, there is still limited consensus and understanding in this area (Strohmeier, 2018). Various researchers have suggested further exploration and study of the concept (Ugoani, J., 2020; Raizada, S. ,2019; Katou, et al., 2018).

Although there have been some studies examining employee relationship management (ERM) practices and their impact on job satisfaction, such as the work by Chaubey, Mishra, and Dimri (2019), much of this research has been conducted in Western contexts. Thus, there is a gap in understanding regarding how these practices translate to organizations in Cameroon. The lack of empirical evidence in the Camerooian civil service underscores the need for further investigation into ERM practices and their impacts on employees’ effectiveness and performance. Furthermore, there is a scarcity of literature specifically addressing ERM in the civil service sector. Hence, it is in the light of these that the study seeks to examine the influence  of employee relations on employee effectiveness and performance in the Cameroonian civil service.

1.3  Objectives of the Study

The main purpose of this study is to find out the influence of employee relations on employee effectiveness and performance in the Cameroonian civil service. Specifically, the study will;

1.Investigate whether there is a significant relationship between employee relations and employee effectiveness and performance in the Cameroonian civil service.

2.Investigate the causes of poor employee relations in  the Cameroonian civil service.

3.Investigate the impact of adequate employee relations on the effectiveness and performance of workers in  the Cameroonian civil service.

1.4 Research Questions

The following questions have been prepared for the study:

Is there a significant relationship between employee relations and employee effectiveness and performance in the Cameroonian civil service?

What are the causes of poor employee relations in the Cameroonian civil service?

How does adequate employee relations impact the performance of workers in the Cameroonian civil service?

1.5  Research Hypotheses

H0: There is no significant impact of employee relations on employee effectiveness and performance in the Cameroonian civil service.

Ha: There is a significant impact of employee relations on employee effectiveness and performance in the Cameroonian civil service.

1.6  Significance of the Study

The results of this study will give employees the opportunity to state their individual perceptions toward employee relations and its effect on their effectiveness and performance in the organization. Also, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the influence of employee relations on employee effectiveness and performance in an organization.

1.7 Scope of the study

The scope of this study is boarded on influence of employee relations on employee effectiveness and performance in an organization.  Empirically, this study will investigate whether there is a significant relationship between employee relations and employee effectiveness and performance in the Cameroonian civil service, the causes of poor employee relations in  the Cameroonian civil service and the impact of adequate employee relations on the effectiveness and performance of workers in  the Cameroonian civil service.

Geographically, the study will be delimited to staff in Cameroonian civil service.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Employee: a person employed for wages or salary,.

Performance: is the accomplishment of an employee, organization in relation to stated goals and objectives.

Employee Relations: refers to the interactions, dynamics, and relationships among employees within an organization and between employees and management, encompassing communication, teamwork, conflict resolution, and workplace atmosphere (Olaolu, 2019)

ERM: Employee relations management

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