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\title{The Effect of Interpersonal Relations Practices on Productivity in Nigeria Social Insurance Trust Fund (NSITF), Abuja}
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             \author[1]{Asongo  Tersoo}

             \author[2]{Atim  Terseer}

             \affil[1]{  Benue State University}

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\date{\small \em Received: 9 December 2017 Accepted: 31 December 2017 Published: 15 January 2018}

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\begin{abstract}
        


Organizations around the world consist of people with a similar aim, objective, set goal, who work in cooperation with one another in achieving what an individual cannot be able to accomplish in isolation. The main aim of this study is to investigate the effect of interpersonal relations practices on productivity in Nigeria Social Insurance Trust Fund (NSITF), Abuja. A survey research design was adopted for this study, using a population of 197 staff of Nigeria Social Insurance Trust Fund (NSITF) Abuja from top management cadre, middle, and low cadre officers. A simple random sampling technique was used to select the sample size. The instrument for data collection was the questionnaire. Data collected was analyzed using mean, and standard deviation. Thus, chi-square was used to test the hypotheses at 0.05 Alpha level of significance. The study made the following findings: there is a major relationship between interpersonal relations and achievement of Nigeria Social Insurance Trust Fund (NSITF), Abuja, and there is a significant relationship between interpersonal relations and workers performance in Nigeria Social Insurance Trust Fund (NSITF), Abuja. The study therefore, recommends that: management staff and other senior staff in the organization should create a conducive atmosphere to facilitate good human relations and subsequently teamwork for greater or higher productivity.

\end{abstract}


\keywords{effect, interpersonal relations, practices, productivity.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
he practice of Human Resource Management in its quest towards achieving success through people utilizes the array of activities concerned with all aspects of how people are employed and managed in organizations. This approach tends to understand how psychological and social processes interact with the work situation to influence performance. Interpersonal Relations is the first key approach to emphasis information on work relationship and work satisfaction. Thus, \hyperref[b4]{Ezinwa and Agomon (1993)} asserted that human relations encompass the art and practice of using systematic knowledge of human behavior to achieve organization and personal objectives. Organizations are made up of individuals, the immediate environment and the public that contributes to the success or failure of the organization.\par
In this regard, \hyperref[b8]{Onasanya (1990)} defined an interpersonal relationship as a relationship between one person and another and a group of people within a community whether at work or social gathering. It is considered as a behavioral science which deals with interpersonal, inter-work, group and management of employees' relationship in a social system seems to be the only tool for organizational productivity and development. The reason is not farfetched since efforts of Elton Mayo, and his research in the 1920s on the behavioral approach to management succeeded to have yielded much more factual analysis regarding of the chicken-egg relationship between human relations and productivity in an organization. \hyperref[b6]{Hicks and Byers (1982)} in their contributions defined interpersonal relations as "the integration of people into a work situation in a way that motivates them to work together, productively and cooperatively with economic, psychological and social satisfaction". Interpersonal relations is a definitive management function which helps to establish and maintain a mutual line of communication, understanding, acceptance, and cooperation between an organization and it's human. It involves the management to keep opinions, defines, and as well emphasizes the responsibility of management to serve the human interest. However, interpersonal relations has long attained professional status but, it is discovered that most organizations are not taking full advantage of its efficient utilization when dealing with their workers due to ignorance or improper understanding as to the effectiveness of the discipline to organizational success.\par
Interpersonal relationships at work have an advantageous impact on both organizational and individual variables. \hyperref[b7]{Obakpolo (2015)} has demonstrated that friendships at work can improve different employee attitudes such as job satisfaction, job commitment, engagement, and perceived organizational support. Also, \hyperref[b9]{Song and Olshfski (2008)} and  {\ref Morrison (2009)} observed that employee's negative work attitudes could be mitigated when peers act as confidantes to discuss bad and unpleasant work experiences. In today's corporate world, there is a need for work to be done as quick as possible, and for this purpose, working professionals need to have a good relationship between each another. Healthy professional relations is maintainned by effective workplace communication and teamwork. Interpersonal relationships gradually develop with good team participation with other members. On the other hand, these relationships may deteriorate when a person leaves the group and stops being in touch  {\ref (Stephen, 2010)}. Therefore, it is in recognition of this that the study highlights the effect of interpersonal relations practices on productivity in Nigeria Social Insurance Trust Fund (NSITF), Abuja. 
\section[{II.}]{II.} 
\section[{Statement of the Problem}]{Statement of the Problem}\par
Organizations around the world consist of people with a similar aim, objective, set goal, who work in cooperation with one another in achieving what an individual cannot be able to attain in isolation. Therefore, if the people working in an establishment will not relate positively with one another, then, the goals of an organization can hardly be achieved. There are organizations where there seem to be no cordial relationships among staff members, for example, where strife, jealousy, hatred, bias, backbiting, witch-hunting and unhealthy rivalry is found in an organization, there is conflict which is not healthy for any organization. Hence, the need for a healthy and friendly environment in any organization, the employees must work in harmony with each other toward achieving organizational goals and objectives. It is because teamwork makes tasks to accomplish more definitely. Similar, the findings of \hyperref[b7]{Obakpolo (2015)} on improving the interpersonal relationship in the workplaces and she found that the level of compatibility, communication and interaction settings between workers goes a long way in either improving or hindering interpersonal relationship in workplace.\par
Therefore, the study on interpersonal relations practices on productivity in NSITF, Abuja will fill the gap in the literature and also, as a result of these trends that make it necessary for this study to address the following question:\par
i. How active is the practice of interpersonal relations to the attainment of NSITF objectives? ii. To what extent does an interpersonal relation impact on worker's performance? iii. Does an interpersonal relation determine employyee's industry harmony in NSITF? 
\section[{III. Research Hypotheses}]{III. Research Hypotheses}\par
H 0 There is no significant relationship between interpersonal relations and the achievement of NSITF goals.\par
H 0 There is a significant relationship between Interpersonal Relations and workers performance.\par
IV. 
\section[{The Significance of the Study}]{The Significance of the Study}\par
This study is very significant in several aspects. The finding would be beneficial to management in all corporate organizations; this is because a positive interpersonal relationship has become an integral feature of organizations in accomplishing set goals. By investigating the impacts of good interpersonal performance, the study could establish a basis for encouraging the need for employees to work in harmony and improve workplace relations.\par
Secondly, employees in both private and public sectors might also benefit from the study. It is because it will show how their inter-relationships impact on performance and productivity, efficiency and their attitude to work. All these would provide the basis on which recommendations is made for the benefit of management.\par
Thirdly, the study could be useful for the academic purpose. It is because it will expand the frontiers of knowledge and help students as well as private individual researchers who will be interested in carrying out related studies in the future, will use this project as reference material.\par
V. 
\section[{Methodology}]{Methodology}\par
For purpose of this study, the survey method was utilized. This method avails the study the opportunity to gather information through questionnaire and interview in the course of the investigation. The population of this study is the entire staff of Nigeria Social Insurance Trust Fund (NSITF) Abuja constitutes the study's population. Nigeria Social Insurance Trust (NSITF) Abuja has a total population of 500 employees. The sample size was further determined based on the recommendation of Gall, \hyperref[b5]{Gall and Borg (2003)} which advised that if the population is between 2 -1000 use 20\% as minimum sample size, and if it is up to 5,000 uses 10\% as minimum sample size. Gall, Gall, and Borg further said that such sample size will enable the researcher to get a meaningful sample of the population. Therefore, the sample size for this study was two hundred (200); that is 20\% of the total population of Social Insurance Trust Fund (NSITF), Abuja, which is 500. A simple random sampling technique was used to select staff from different top management cadre (50), middle management staff (80), and (70) lower cadre officers respectively. A sample random sampling technique was used to select the respondents to give them an equal chance of being included in the study. Data for the study were collected through a questionnaire, and out of 200 copies of the questionnaire distributed to the respondents, 197 were returned and found usable showing a response rate of 98.5\%.The data collected for this research is analyzed using mean deviation, and frequency distribution table. The method involved the use of values allocated to the 4 point scale which Strongly Agrees (SA) = 4, Agree (A) = 3, Disagree (D) = 2 and Strongly Disagree (SD) = 1. Chi-square was used to test the hypotheses.\par
VI. 
\section[{Results}]{Results}\par
This section of the study focuses on the analysis of data about the four research questions that is asked at the early stage of this investigation.   
\section[{Table 4: Mean and Standard Deviation on the Effect of Interpersonal Relationship on Employees Motivation in an Organization}]{Table 4: Mean and Standard Deviation on the Effect of Interpersonal Relationship on Employees Motivation in an Organization}\par
Table  {\ref 4} shows that items 16-20 have mean scores of 2.83, 2.70, 2.84, 2.09 and 2.54; with a corresponding standard deviation of 1.044, 1.163, .959, 1.161 and 1.140 respectively with a cluster means of 2.60. Therefore, since the cluster mean is above the decision point of 2.50, it implies that interpersonal relationship has a positive effect on employees' motivation in an organization. 
\section[{VII.}]{VII.} 
\section[{Testing of Hypotheses}]{Testing of Hypotheses}\par
The following hypotheses were tested using chisquare goodness of fit to find out the effect of interpersonal relations practices on productivity in Nigeria Social Insurance Trust Fund (NSITF), Abuja.\par
Hypothesis One: There is no significant relationship between interpersonal relations and achievement of Nigeria Social Insurance Trust Fund (NSITF). The result in Table \hyperref[tab_4]{5} revealed that there is a relationship between interpersonal relations and achievement of Nigeria Social Insurance Trust Fund (NSITF), Abuja; since (X 2 = 47.33, df=3, p=0.05>0.00). Therefore, the null hypothesis which states that there is no significant relationship between interpersonal relations and achievement of Nigeria Social Insurance Trust Fund (NSITF) is rejected in favor of the alternative hypothesis. This means that there is a significant relationship between interpersonal relations and achievement of Nigeria Social Insurance Trust Fund (NSITF), Abuja.\par
Hypotheses Two: There is no significant relationship between interpersonal relations and workers performance. Decision= if x 2 calculated is greater than x 2  
\section[{critical value (table value) the null hypothesis is rejected}]{critical value (table value) the null hypothesis is rejected}\par
The result in Table \hyperref[tab_4]{5} revealed that there is relationship between interpersonal relations and workers performance; since (X 2 = 36.04, df=3, p=0.05>0.00). Therefore, the null hypothesis which states that there is no significant relationship between interpersonal relations and workers performance is rejected in favor of the alternative hypothesis. This means that there is a significant relationship between interpersonal relations and workers performance. 
\section[{VIII.}]{VIII.} 
\section[{Discussion of Findings}]{Discussion of Findings}\par
Findings made from the study were discussed at this section in line with the empirical review of the effect of interpersonal relations practices on productivity in Nigeria Social Insurance Trust Fund (NSITF), Abuja.\par
The second finding of this hypotheses revealed that there is a significant relationship between interpersonal relations and workers performance in Nigeria Social Insurance Trust Fund (NSITF), Abuja. This finding is in conforms to that of Dotan (2009); Morrison (2004); Maertezt, Gruffeth, Campbell, and Allen (2007) that valued interpersonal relations positively impact individual attitudes, opinions and organizational outcomes). This is true for both relationships between workers and relationships between supervisors and subordinates. Furthermore, communicating with others for affection or inclusion eases frustration and jobrelated anxiety and stress \hyperref[b0]{(Anderson \& Martin, 1995)}. Therefore, the need for interpersonal relationships in the workplace cannot be over emphasized because positive work relationships help reduce turnover and improve performance by providing functional; test-or careerrelated benefits. 
\section[{IX.}]{IX.} 
\section[{Conclusion}]{Conclusion}\par
Based on the data analyzed and the findings made, the researcher concluded that the achievement of organizational productivity is enhanced when there is The first finding of this research indicates that there is a significant relationship between interpersonal relations and the achievement of Nigeria Social Insurance Trust Fund (NSITF), Abuja. This is in line with \hyperref[b7]{Obakpolo (2015)} who observed that organization consist of a group of people with similar aims, objectives, goals and insights who cooperatively joined hands together to achieve what individuals cannot achieve in isolation under an effective coordinating mechanism. However, in any organization that is goaloriented, workers cooperative efforts coupled with their level of interpersonal relationship tend to influence the entire work-group performance. Similarly, views of Berman et al., (2002); Crabtree (2004); Elling wood (2004); Song and Olshfski (2008) coincided with Obak polo that valued interpersonal relationship can influence orgasnizational outcomes by increasing institutional participation, establish supportive and innovative climates, increasing organizational productivity and indirectly reducing the intent to turnover. cordial and mutual understanding between management and subordinates or between employer and employee in the organization. The retention rate of workers is determined by the kind of human relations existing among employees in an organization. Accordingly, good human relations lead to better job design and subsequently job satisfaction in an organization. Finally, the employee's level of productivity in the organization is measured by good human relations practice in such an organization. 
\section[{X.}]{X.} 
\section[{Recommendations}]{Recommendations}\par
Based on the findings of the study, and conclusions arrived at, the researchers therefore, recommends that: i. The management of Nigeria Social Insurance Trust Fund (NSITF) Abuja should motivate their workers by encouraging their full participation in setting goals, especially those related to their work. ii. Junior workers should strive to perform better to justify the good human relations existing in the institute. iii. Management staff and other senior staff in the organization should create a Conducive atmosphere to facilitate good human relations and subsequently team work for greater or higher productivity. iv. The institute should endeavor to educate their employees on the importance of good human relations through organizing workshops and seminars v. The staff of the organization should strive harder to exhibit honesty, dedication, commitment, and faithful service to make them more productive to the organization. vi. Lastly, NSITF should consider investment in human resource through training and re-training of staff especially in the area of industrial relations that will provide benefits and impacts positively on the organization for more productivity. \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.1559504132231405\textwidth}P{0.4327272727272727\textwidth}P{0.0035123966942148762\textwidth}P{0.008429752066115704\textwidth}P{0.15665289256198348\textwidth}P{0.0070247933884297524\textwidth}P{0.009132231404958677\textwidth}P{0.02388429752066116\textwidth}P{0.02177685950413223\textwidth}P{0.030909090909090907\textwidth}}
S/N\tabcellsep Items Description\tabcellsep \tabcellsep SA\tabcellsep A\tabcellsep D\tabcellsep SD\tabcellsep Mean Score\tabcellsep STD.\tabcellsep DECISION\\
\tabcellsep \multicolumn{2}{l}{The relationship exist among workers in}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
1.\tabcellsep \multicolumn{2}{l}{the work place determines the progress of}\tabcellsep 56\tabcellsep 71\tabcellsep 27\tabcellsep 43\tabcellsep 2.65\tabcellsep 1.085\tabcellsep Agreed\\
\tabcellsep the organization\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep The productive efficiency\tabcellsep of an\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
2.\tabcellsep \multicolumn{2}{l}{organization depends on the relationships}\tabcellsep 81\tabcellsep 73\tabcellsep 13\tabcellsep 30\tabcellsep 2.82\tabcellsep 1.119\tabcellsep Agreed\\
\tabcellsep \multicolumn{2}{l}{and interactions among employees}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{The achievement of organizational goals}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
3.\tabcellsep \multicolumn{2}{l}{is enhanced when there is effective understanding between management and}\tabcellsep 79\tabcellsep 101\tabcellsep 7\tabcellsep 10\tabcellsep 2.80\tabcellsep 1.178\tabcellsep Agreed\\
\tabcellsep subordinates.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{The behaviors of supervisors that results}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
4.\tabcellsep \multicolumn{2}{l}{in effective goals achievement depends on their skills and knowledge in human}\tabcellsep 38\tabcellsep 41\tabcellsep 99\tabcellsep 19\tabcellsep 1.50\tabcellsep .704\tabcellsep Disagreed\\
\tabcellsep relations.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{The level of commitment of workers}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
5.\tabcellsep \multicolumn{2}{l}{towards the achievement of organizational goals depends on interpersonal}\tabcellsep 29\tabcellsep 17\tabcellsep 51\tabcellsep 100\tabcellsep 1.46\tabcellsep .732\tabcellsep Disagreed\\
\tabcellsep relationship in the work place.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep Cluster mean/STD\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep 2.24\tabcellsep 0.72\\
\multicolumn{4}{l}{Table 1 shows that items 1-5 have mean scores}\tabcellsep \multicolumn{6}{l}{cluster means is less than the decision point of 2.50, it}\\
\multicolumn{4}{l}{of 2.65, 2.82, 2.80, 1.50 and 1.46; with a corresponding}\tabcellsep \multicolumn{6}{l}{implies that the interpersonal relationship may or not}\\
\multicolumn{4}{l}{standard deviation of 1.085, 1.119, 1.178, .704 and .732}\tabcellsep \multicolumn{6}{l}{instrumental to the attainment of organizational goals in}\\
\multicolumn{4}{l}{respectively with a cluster mean of 2. 24. Since the}\tabcellsep \multicolumn{6}{l}{Nigeria Social Insurance Trust Fund, Abuja.}\end{longtable} \par
 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.1310120705663881\textwidth}P{0.4506499535747447\textwidth}P{0.022887650882079853\textwidth}P{0.0023676880222841226\textwidth}P{0.006313834726090994\textwidth}P{0.011049210770659238\textwidth}P{0.13495821727019497\textwidth}P{0.006313834726090994\textwidth}P{0.00947075208913649\textwidth}P{0.022098421541318476\textwidth}P{0.02683379758588672\textwidth}P{0.026044568245125348\textwidth}}
S/N\tabcellsep \tabcellsep \multicolumn{2}{l}{Items Description}\tabcellsep \tabcellsep SA\tabcellsep A\tabcellsep D\tabcellsep SD\tabcellsep STD.\tabcellsep DECISION\\
\tabcellsep \multicolumn{4}{l}{The productivity of workers is better}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
6.\tabcellsep \multicolumn{4}{l}{enhanced as a result of effective human}\tabcellsep 117\tabcellsep 68\tabcellsep 2\tabcellsep 10\tabcellsep 2.79\tabcellsep .987\tabcellsep Agreed\\
\tabcellsep \multicolumn{4}{l}{relations put in place by an organization.}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{4}{l}{Human relations can be used to promote}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
7\tabcellsep \multicolumn{4}{l}{the utilization of the potentials of workers which in turn results to high performance,}\tabcellsep 88\tabcellsep 71\tabcellsep 19\tabcellsep 19\tabcellsep 2.62\tabcellsep 1.021\tabcellsep Agreed\\
\tabcellsep \multicolumn{4}{l}{thereby leading to higher productivity.}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
8\tabcellsep \multicolumn{4}{l}{Human relations do not affect the productivity of workers.}\tabcellsep 19\tabcellsep 23\tabcellsep 99\tabcellsep 56\tabcellsep 1.35\tabcellsep .672\tabcellsep Disagreed\\
\tabcellsep \multicolumn{4}{l}{The level of production in organization is}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
9\tabcellsep \multicolumn{4}{l}{determined by good human relations in}\tabcellsep 77\tabcellsep 103\tabcellsep 7\tabcellsep 10\tabcellsep 2.98\tabcellsep 1.052\tabcellsep Agreed\\
\tabcellsep \multicolumn{2}{l}{the organization.}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep Workers\tabcellsep productivity\tabcellsep can\tabcellsep increase\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
10\tabcellsep \multicolumn{4}{l}{depending on the value they attach to}\tabcellsep 115\tabcellsep 68\tabcellsep 4\tabcellsep 10\tabcellsep 2.76\tabcellsep .999\tabcellsep Agreed\\
\tabcellsep \multicolumn{4}{l}{human relations in the organization.}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{Cluster mean/STD}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep 2.50\tabcellsep 0.94\\
\tabcellsep \multicolumn{5}{l}{Table 2 shows that items 6-10 have mean}\tabcellsep \multicolumn{4}{l}{2.50.Therefore, since the cluster mean is 2.50 decision}\\
\multicolumn{6}{l}{scores of 2.79, 2.62, 2.98, 2.76 and 2.74; with the}\tabcellsep \multicolumn{4}{l}{points of 2.50, it implies that the interpersonal}\\
\multicolumn{6}{l}{corresponding standard deviation of .987, 1.021, .672,}\tabcellsep \multicolumn{4}{l}{relationship has a great impact on workers performance.}\\
\multicolumn{6}{l}{1.052 and .999 respectively with a cluster means of}\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_1}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_2}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.43439226519337015\textwidth}P{0.4156077348066298\textwidth}}
shows that items 11-15 have mean\tabcellsep of 2.51. Therefore, since the cluster mean is above the\\
scores of 2.74, 2.77, 2.66, 2.98 and 1.40; with a\tabcellsep decision point of 2.50, it implies that human relations are\\
corresponding standard deviation of 1.157, 1.047,\tabcellsep a determinant factor of employees' retention in an\\
1.070, 1.040 and .690 respectively with a cluster means\tabcellsep organization.\end{longtable} \par
 
\caption{\label{tab_3}Table 3}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.0433570581257414\textwidth}P{0.2898873072360617\textwidth}P{0.3473606168446026\textwidth}P{0.016637010676156583\textwidth}P{0.01562870699881376\textwidth}P{0.013612099644128114\textwidth}P{0.012603795966785292\textwidth}P{0.08973902728351126\textwidth}P{0.02117437722419929\textwidth}}
\tabcellsep \multicolumn{8}{l}{The Effect of Interpersonal Relations Practices on Productivity in Nigeria Social Insurance Trust Fund}\\
\tabcellsep \tabcellsep \multicolumn{3}{l}{(NSITF), Abuja}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep S/N\tabcellsep Items Description\tabcellsep SA\tabcellsep A\tabcellsep D\tabcellsep SD\tabcellsep STD.\tabcellsep DECISION\\
\tabcellsep \multicolumn{2}{l}{11 The retention of workers is determined by the kind of human relations among}\tabcellsep 131\tabcellsep 59\tabcellsep 03\tabcellsep 04\tabcellsep 2.74 1.157\tabcellsep Agreed\\
\tabcellsep \tabcellsep workers.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{12. The continuous retention of workers in as a result of their level of understanding}\tabcellsep 63\tabcellsep 111\tabcellsep 3\tabcellsep 20\tabcellsep 2.77 1.047\tabcellsep Agreed\\
\tabcellsep \tabcellsep and effective use of human relations.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{13. Good human relations reduces staff turnover and facilitates goal achievement.}\tabcellsep 55\tabcellsep 125\tabcellsep 12\tabcellsep 5\tabcellsep 2.66 1.070\tabcellsep Agreed\\
Year 2018\tabcellsep \multicolumn{2}{l}{14. When the needs of workers are not met it leads to absenteeism and resignation. reduces productivity. 15. When too much attention is given to workers it makes them stay longer but}\tabcellsep 49 17\tabcellsep 125 19\tabcellsep 12 60\tabcellsep 5 101\tabcellsep 2.98 1.047 1.40 .690\tabcellsep Agreed Disagreed\\
22\tabcellsep \tabcellsep Cluster Mean/Std.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep 2.51 0.788\\
Volume XVIII Issue V Version I\tabcellsep S/N 16\tabcellsep Items Description relationship between organization and its employees boost Good an staff morale on the job. Motivation helps organization to\tabcellsep SA 121\tabcellsep A 50\tabcellsep D 17\tabcellsep SD 9\tabcellsep \multicolumn{2}{l}{STD. DECISION 2.83 1.044 Agreed}\\
( C ) -Global Journal of Human Social Science\tabcellsep 17. 18. 19. 20.\tabcellsep understand and meet their employee needs which facilitate the achievement of set goals. Good husman relations result to employees' job satisfaction and hence, enable them to work more effectively. The motivation of employees is determined by the level of human relations in order to achieve organizational goals. Good human relations between the organization and its stakeholders lead to high morale and subsequently higher productivity. Cluster Mean/Std.\tabcellsep 63 105 19 117\tabcellsep 115 71 17 49\tabcellsep 10 16 100 16\tabcellsep 9 5 61 15\tabcellsep \multicolumn{2}{l}{2.70 1.163 2.84 .959 2.09 1.161 Disagreed Agreed Agreed 2.54 1.140 Agreed 2.60 0.86}\\
\tabcellsep \multicolumn{2}{l}{© 2018 Global Journals}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_4}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{P{0.17365591397849464\textwidth}P{0.1096774193548387\textwidth}P{0.1827956989247312\textwidth}P{0.027419354838709675\textwidth}P{0.12795698924731183\textwidth}P{0.07311827956989247\textwidth}P{0.1553763440860215\textwidth}}
Response\tabcellsep 0\tabcellsep E\tabcellsep Df\tabcellsep ?? ?? cal\tabcellsep Sig.\tabcellsep Remark\\
SA\tabcellsep 136\tabcellsep 49.3\tabcellsep 3\tabcellsep 36.04\tabcellsep .000\tabcellsep Significant\\
A\tabcellsep 47\tabcellsep 49.3\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
D\tabcellsep 11\tabcellsep 49.3\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
SD\tabcellsep 3\tabcellsep 49.3\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Total\tabcellsep 197\tabcellsep 197\tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_5}Table 6 :}\end{figure}
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