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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/922

Title: The effect of managerial human relation on motivation: a case study of selected second-cycle Schools in the Kumasi metropolis
Authors: Kpegah, Patricia Adwoa
Issue Date: 16-Aug-2008
Series/Report no.: 4738;
Abstract: Human relations have been a problem with organizations and institutions for ages. However, theorists like Elton Mayo, Hertzberg, McGregor, and others have tried to establish the link between the effect of the human aspect of the organization on the non-human (system) and its outcome. Though many researches on human relations and motivation in the organization have been undertaken since the Industrial Revolution, very little has been done on these concepts with specific reference to the educational sector. Thus this Study investigates the effects of managerial human relations on motivation of teachers. The study was conducted in six selected Senior High Schools in the Kumasi Metropolis from April to October, 2008. The research, a case study, employed a descriptive Survey design and questionnaire with 22 items to collect data from 100 teachers as respondents from the six schools. Data were collected on leadership style of the heads, how teachers are motivated, heads' interpersonal roles, rewards and procedure for selecting qualified teachers for the rewards and factors which are threats to good human relations in the schools. The data collected from the 100 respondent were coded and analyzed using SPSS version 12. A pie-chart, a histogram, and tables were used in the presentation of results. The results of the study showed that teacher motivation does not depend only on economic rewards but also on human relations factors. The study also found that the autocratic type of leadership is the dominant style employed by most Heads of Senior High Schools and is devoid of effective human relations practices thus leading to de-motivation. Human relations in the schools is negatively affected by lack of transparent leadership, iii centralized powers, favoritism, nepotism and tribalism leading to distrust among staff and between them and the headmasters and mistresses. Some of the recommendations were among others that teachers be included in the decision¬making process, that the Heads be taken through human relations courses to enable them relate well with their teachers, and that awards are instituted to reward hard-working teachers.  
Description: A Thesis submitted to the Department of Managerial Science, KNUST School of Business Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirements for the degree of Master of Business Administration, 2008
URI: http://hdl.handle.net/123456789/922
Appears in Collections:College of Arts and Social Sciences

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