ADAMS UNIVERSITY

FACULTY OF BUSINESS

DEPARTMENT OF BUSINESS MANAGEMENT

AN ASSESSMENT OF EMPLOYEE-EMPLOYER RELATIONSHIP IN PUBLIC SERVICE

ENTERPRISE IN THE CASE OF BERHANENA SELAME ENTERPRISE

A Senior Essay Proposal Submitted For The Partial Fulfillment Of The Award Of Bachelor Of
Arts Degree In Business Management

By
No. Name ID
1 Abel Fekadu 0620/19

2 Amanuel Mulugeta 0638/19

3 Brook G/Giorgios 0588/19

4 Endalkachew Getu 0603/19

5 Lidiya Tesfaye 2090/21

Advisor: Bereketab A. (MBA)

Addis Ababa, Ethiopia

JULY,2023

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 DECLARATION
We have carried out independently a research project on the topic entitled “An Assessment Of
Employee-Employee Relationship In Public Service Enterprise In The Case Of Berhanena
Selame ” in partial fulfillment of The Award Of Bachelor Of Arts Degree In Business
Management and support of the research advisor Bereketab A. (MBA).

We undersigned declare that this students Research paper is our original work and all the
materials used for this study have been acknowledged.

Name of Student: Signature

1 Abel fekadu -----------------------------------------

2. Amanuel mulugeta-------------------------------

3. Brook G/Giorgios----------------------------------

4. Endalkachew Getu -------------------------------

5. Lidiya Tesfaye--------------------------------------

Date

The students research paper has been submitted or examination with our approval as a university
advisor.

Name of advisor: _________________________

Signature _______________________________

Date __________________________________

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 ACKNOWLEDGEMENT
First and foremost, we want to give our thanks to Almighty God. We would like to thank our
advisor Mr. Bereketab for his guidance and support throughout our research. He has been
instrumental in helping us to develop our research proposal and providing us with valuable
advice and feedback throughout the proposal process. Finally, we would like to thank our family
and friends for their unwavering support. Their encouragement and belief in our abilities have
been essential to our success. Without their support, this project would not have been possible.

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 TABLE OF CONTENTS
DECLARATION..............................................................................................................................I
ACKNOWLEDGEMENT..............................................................................................................II
LIST OF TABLES..........................................................................................................................V
ABSTRACT..................................................................................................................................VI
CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1 BACKGROUND OF THE STUDY......................................................................................1
1.1.2 BACKGROUND OF THE ORGANIZATION..............................................................2
1.2 STATEMENT OF THE PROBLEM.....................................................................................3
1.3 RESEARCH QUESTIONS...................................................................................................4
1.4 OBJECTIVES OF THE STUDY...........................................................................................4
1.4.1 General Objective............................................................................................................4
1.4.2 Specific Objectives..........................................................................................................4
1.5 SCOPE OF THE STUDY......................................................................................................4
1.6 SIGNIFICANCE OF THE STUDY......................................................................................5
1.7 LIMITATIONS OF THE STUDY........................................................................................5
1.8 ORGANIZATION OF THE PAPER.....................................................................................6
CHAPTER TWO.............................................................................................................................7
REVIEW OF RELATED LITERATURE.......................................................................................7
2.1 THEORETICAL REVIEW OF LITERATURE....................................................................7
2.1.1 Labor Relation.................................................................................................................7
2.1.2 Communication In The Organization..............................................................................7
2.1.3 Union...............................................................................................................................8
2.1.4 Why Do Employees Join Unions?...................................................................................9
2.1.5 Compensation And Employee Benefits..........................................................................9
2.1.6 Guaranteed Fair Treatment............................................................................................10
2.1.7 Employee Discipline.....................................................................................................10
2.1.8 The Manger and his superior.........................................................................................11
2.1.9 Reaction Of Subordinates..............................................................................................12
2.1.10 The People Factor In Managing..................................................................................12
2.1.11 Organizational Level Behavior...................................................................................13
2.2 EMPIRICAL REVIEW OF LITERATURE........................................................................14

III
CHAPTER THREE.......................................................................................................................16
RESEARCH METHODOLOGY..................................................................................................16
3.1 DESCRIPTION OF THE STUDY......................................................................................16
3.2 DATA COLLECTION INSTRUMENTS...........................................................................16
3.3 SAMPLING DESIGN & SAMPLE SIZE DETERMINATION.........................................17
3.4 DATA ORGANIZATION AND ANALYSIS/METHODS OF DATA..............................18
CHAPTER FOUR.........................................................................................................................19
INTERPRETATION AND ANALYSIS.......................................................................................19
4.1 GENERAL CHARACTERISTICS OF THE RESPONSES...............................................19
4.2 GENERAL CONDITION OF LABOR RELATION , POLICY AND WORKING
ENVIRONMENT......................................................................................................................21
4.3 EMPLOYEE AND THEIR RESPONSIBILITY................................................................23
4.4 COMMUNICATION IN THE ORGANIZATION.............................................................24
4.5 EMPLOYEE DISCIPLINE.................................................................................................25
4.6 THE RELATIONSHIP BETWEEN MANAGER AND THEIR WORKERS...................26
4.7 CONFLICT SOLVING METHOD.....................................................................................26
4.8 THE EFFECT OF LABOR RELATIONSHIP IN PRODUCTIVITY OF THE
OPERATIONS...........................................................................................................................27
CHAPTER FIVE...........................................................................................................................28
CONCLUSIONS AND RECOMMENDATION..........................................................................28
5.1 CONCLUSION....................................................................................................................28
5.2 RECOMMENDATION.......................................................................................................30
REFERENCE................................................................................................................................33
APPENDIX................................................................................................................................36

IV
 LIST OF TABLES

Table 4. 1 Distribution sample respondents by the personal Background....................................19

Table 4. 2 General Condition of Labor Relation...........................................................................21
Table 4. 3 Labor relation policy....................................................................................................21
Table 4. 4 Condition of working Environment..............................................................................22
Table 4. 5 Nature of labor relation policy......................................................................................22
Table 4. 6 Nature of Responsibility...............................................................................................23
Table 4. 7 conflict with in the enterprise.......................................................................................24
Table 4. 8 Mode of communication...............................................................................................24
Table 4. 9 complain presentation...................................................................................................25
Table 4. 10 relation between managers and employees................................................................26
Table 4. 11 labor relation in productivity......................................................................................27

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 ABSTRACT

The study aimed to evaluate the relationship between employees and employers in Berhanena
Selam Enterprise with the goal of improving productivity, efficiency, and product quality.
Simple random sampling was used to survey By using Yamanes (1967) formulas, 93 out of 1181
employees in the organisation used both open-ended and closed-ended questions. Secondary data
sources, such as newspapers and magazines, were also used. The study focused on fairness in
treatment, communication, and cooperation between employees and employers. Data was
processed using editing, coding, and analysis procedures, and appropriate solutions, conclusions,
and recommendations were made. Key words in the research included labour relations,
communication, employee discipline, conflict resolution, and the effects of poor relationships.
The main purpose of the study was to assess the employee-employer relationship in public
service in the case of Berhanena Selame Enterprise. Building an effective employee and
employer relationship is the core concern of every organisation to increase productivity,
efficiency, and quality of the product, as well as the achievement of long-term goals. The main
objective was to assess the condition of labour-management relations at Berhanena Selam
printing enterprise.

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 CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The level of employee dedication has been a key determinant of an organization's success. The
importance of employee loyalty to a business is growing as more employees are retained,
enhancing achievement, productivity, and effectiveness. Without each employee committing to
the firm's goals and working as an effective team member, no organization in today's ambitious
environment can operate at peak levels. As a result, finding talented personnel is difficult, but
developing a devoted team is of even greater importance to a firm. ( Shahid, A., & Azhar, S. M.
2013)
All businesses want to succeed, especially in today's fiercely competitive climate.
Because of their critical role and impact on organizational effectiveness, businesses of all sizes
and in all markets work to keep the best personnel. Companies should develop a strong,
satisfying relationship with their employees and guide them toward task completion in order to
overcome these difficulties. Organizations create strategies to compete in highly competitive
marketplaces and to improve their performance in order to accomplish their goals and objectives.
However, only a small number of businesses view their human capital as their most valuable
asset, one that can propel them to success or, if improperly managed, cause them to fail. The
organization cannot succeed if the workers are dissatisfied with their work and uninspired to
complete their assignments and meet their objectives. (Dobra, O. I. 2013).
People have a variety of wants that are constantly in conflict with one another. Every person has
a unique combination and intensity of wants since some people are motivated by achievement
while others are putting more emphasis on security. Managers should grasp what employees
want from their jobs if they are able to comprehend, forecast, and control employee behavior.
Therefore, rather than making assumptions about what drives employees, a manager must
actually comprehend these motivations. Asking an employee how he feels about a certain
circumstance won't give a reliable assessment of his needs because the interpretation could be

1
biased. the actual world. The likelihood of influencing a given reality increases with the degree
to which one's perception is aligned with that reality. As a result, managers can be more effective
by better understanding the actual demands of the workforce. ( Dobre, O. I. 2013)

1.1.2 BACKGROUND OF THE ORGANIZATION

On Meskerm 3, 1914 E.C., the Berhanena selam printing company was first created under the
ownership of Level Ras Teferi. The printing business began operations in the current "sadist
kilo" Addis Ababa University building, next to Ras Tefri, with one printing machine that was
operated manually by two foreign printing technicians out of a workforce of 7 to 15 people.

In Ethiopian history, the Berhanna Selam Printing Enterprise was the first pioneering printing
company. Nowadays, other private and public printing companies have been founded.

The Berhanena Selam printing business changed its name numerous times after being found.
Teferi Mekonnen printing enterprise, followed by Lebte Sisayida Yetesete ye Luel Ras printing
enterprise, Berhanena selam kedamawi Haileselassie printing enterprise, before being renamed to
its current name.

Berhanena Selam Printing Enterprise (BSPE) transferred from the private sector to the public
sector Derg regine on Nehassa 1966 with a paid-up capital of two and a half million and 200
permanent employees from these three of them are foreigners. In 1965 BSPE was transferred to
the modern seven stores (the present printing binding) located in Addis Ababa around Arat Killo

The printing enterprise progressed radically year to year from those operated by manpower
machines to its web-offset printing enterprise and other offset equipment like the mono machine,
exercise book machine, security printing equipment, envelope producing machine, and binding
equipment installed.

The Berhanena Selam Printing Company opened its first location at SNNP (Awasa), where it can
provide sales services, accept job orders, and send those orders back to the corporate
headquarters. The federal high court's merha tebeb printing and its sale shop, berhan stationary.
Birana Printing Firm is situated nearby to the colleges MEDCO Bio-Medical College and
NECAT Engineering College, which are two further branches in Addis Abeb with selling shops
nearby.

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  The Objective of the Enterprise

Precluding quality printing that sanity the cost comers and thus maximize the volume of the
production and sales that contribute to the national economy and the export sector by producing
quality packaging materials and tables the enterprise has so many visions and missions.

 The Vision of Enterprise

The enterprise has the vision of being globally competitive in the printing sector and thereby
achieving worldwide profitability.

 The Mission of the Enterprise

The enterprise has the mission of being portable by providing quality printing services and
contributing to the economy.

1.2 STATEMENT OF THE PROBLEM

A labor-management relationship is an ongoing partnership between an employer and a certain

group of employees (represented by a union or association). It involves the negotiation of a
formal contract relating to salary, hourly rates, and other terms of employment, as well as the
interpretation and administration of this contract during its covering period. It covers all aspects
of the relationship between an employer and an employee, including the hour of work, leaves
policies, rest periods, payment schedules, methods for measuring the amount of work completed,
payments due to termination, and workplace health and safety. Additionally, it includes the
execution of disciplinary measures, grievance procedures, and accident prevention, among other
work conditions.

This study was examine the management and employee relationships that can have a negative
and positive effect on an organization's ability to accomplish its objectives. It focuses on
improving labor relations to boost output, efficiency, and product quality while still achieving
the organization's objectives. Communication channels for employees to address their issues are
one of the labor relations actions. Union members and managers may differ on certain issues,
such as claims of rule violations or unfair treatment of employees, and these issues are often

3
resolved through a formal grievance procedure. In general, the intention of this paper is to asses
and examine the relationship of employee and employer in Berhanena Selam Printing Enterprise.

1.3 RESEARCH QUESTIONS

Here, our research was concern the following research questions in order to conduct the study:

1. What is the condition of the labor relations in the Brehanena selam printing enterprise?

2. What are the main source of the problem ?

3. what are the alternative techniques or solutions to resolve the problems ?

4. What are the potential conflicts and impact of labor relations on business effectiveness ?

1.4 OBJECTIVES OF THE STUDY

1.4.1 General Objective

The study aims to examine labor relations management in the Berhanena Selam printing
enterprise.

1.4.2 Specific Objectives

 To evaluate and assess the labor relationship component and process at Berhanena
Selam Printing
 To identify and evaluate the main source of the problem.
 To identify alternative techniques or solutions to resolve the problems.
 To identify potential conflicts and assess the impact on business effectiveness.

1.5 SCOPE OF THE STUDY

The scope of this study was confine to showing the labor relationship problems process and
possible solutions in the Berhanena Selam Printing Enterprise in Addis Ababa. The study ranges
from identifying labor relation management problems and observing the impact on
organizational performance or final output of the product primary data will be gathered by the
distribution of questionnaires to a selected sample of employees.

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And secondary data will be used from the record and reports of the personnel department,
journals, and Newspapers. At the end forward the best possible alternative solutions.

1.6 SIGNIFICANCE OF THE STUDY

The main establishment aim of the organization is to attain objectives, as per its plan by using its
available resource efficiently and effectively. The core aim of an entity is achieved when it tries
to set a reasonable mechanism to manage its resource and how to handle the important resource.
Hence, for organizations to achieve their objective they should handle employees' need and want
appropriately. Generally, the significance of the study was enabled Berhanena Selam printing
enterprise to know labor-management relationships and take the action over the element to
minimize the later effect.

This study was benefit employees and employers of the organization that, as employers know an
organization to identify and come up with a solution regarding labor relation problems. The
Employee will be secured from the later effect of the such factor for the second time. It is hoped
that this study was initiate other researchers to conduct an in-depth study in the future.

This study was benefit the organization's authority to need a corrective measure to improve
organization policy and employees of the organization in reducing the cost of their time, morale,
etc.

1.7 LIMITATIONS OF THE STUDY

While we conduct this research this are limitations that we identify that may have negative
impact in the research. Such as shortage of time, Financial constraints was create distinctly in the
smooth operation of the research work. Time is a great constraint for doing us we know research
is a big task, it requires much time, money, and adequate skill. Although there are time and
budget constraints, we were try to do this research paper by devoting our time and minimizing
costs. Some respondents may not be willing to give information about their labor relations during
the primary data collection that can help to overcome this problem and do the research paper.

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1.8 ORGANIZATION OF THE PAPER

This research proposal is organized as follows. It starts with the front matters first and then
follows the main chapters.

Chapter One discusses the background of the study, the background of the organization, the
objectives of the study, the statement of the problem, the objectives of the study, the Research
questions, the scope and delimitation of the study, the significance of the study, and limitations
of the study.

Chapter Two, which contains the literature review provides a brief description of the key
concepts and definitions in the theoretical review literature; labor relations, communication in
the organization, union, compensation, and employee benefit, guaranteed fair treatment,
Employee discipline, the manager and his superior, reaction of subordinate, the people factor in
managing and organizational level behavior.

In addition, discuss an empirical review of literature conditions in India and Nigeria employee
and employer relationship.

chapter Three, the research methodology used for this research proposal is explained. It
explains the description of the study, data collection instrument, Sampling Design & Sample
Size Determination, and Data organization and Analysis/Methods of Data used in the research
proposal.

Chapter Four, in this chapter deals with presentation, analysis and interpretation of the data
obtained through questionnaire. The results are depicted in the form of tables.

Chapter Five , in this chapter we concluded and recommend based on chapter four.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 THEORETICAL REVIEW OF LITERATURE

2.1.1 Labor Relation

Labor relation refers to the interaction between employees and employers in the workplace. It is
a critical aspect of any organization as it determines the working conditions, compensation, and
benefits of employees. A positive labor relation fosters a harmonious workplace, while a
negative one can lead to conflicts and disruptions
Labor relation is the process of managing the relationship between employees and employers. It
involves bargaining, negotiation, and communication between the parties to ensure that the
interests of both are met. The importance of labor relations cannot be overstated, as it helps to
maintain a harmonious workplace where employees feel valued and respected. A positive labor
relationship can lead to increased productivity, job satisfaction, and employee retention. Labor
unions play a vital role in labor relations by representing the interests of workers and negotiating
on their behalf The field of labor union leadership focuses on managerial abilities that labor
union leaders can use to reduce expensive forms of conflict and seek out amicable resolutions to
disputes. The shifts in demographics require businesses to modify their management
fundamentally, understanding the root causes of racism and sexism and reinforcing new attitudes
that cherish and respect each person's culture. This can be done in two ways: managing diversity,
valuing differences, and using affirmative action. (Mitiku, k 2011, may)

2.1.2 Communication In The Organization

Communication is viewed by (Haiemann, 2011) as the imparting of ideas and making oneself
understood by others. In simple it is a process of sharing information between people and
organizations. In this one person or group is sender (|who transmits message) and other is
receiver. It is a continuous process between the two parties involved and it occurs in many
levels, such as intra-individual communication level (Keith, 2014) Communication can also
occur within or between an individual or group.

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Communication can be defined as the process of transmitting information and common
understanding from one person to another (Keyton, 2011). It is the creation or exchange of
thoughts, ideas, emotions, and understanding between sender(s) and receiver(s).

Communication in the organization is essential for the success of any business. It helps to
maintain a sense of transparency and understanding between all levels of the organization, from
the top executives to the lowest level employees. There are various forms of communication that
can be used, including verbal, written, and non-verbal. Verbal communication can be used to
share ideas, discuss issues, and provide feedback. Written communication can be used for formal
documents, such as policies, procedures, and contracts. Non-verbal communication can be used
to send messages through body language, facial expressions, and gestures. To maximize the
effectiveness of communication in the organization, it is necessary to ensure that everyone is on
the same page, that communication is clear and concise, and that everyone is listening and
responding appropriately. Communication should also be timely and consistent, with regular
feedback to ensure that all members of the organization are aware of changes and developments.
Communication is key in any organization, and when done effectively, it can lead to improved
team performance, better customer service, and greater organizational success. Activities related
to employee relations, such as platforms for employees to communicate their issues and
complaints, are essential for efficient communication. Parallel communication allows for far-
reaching marking, and the emphasis is on downward communication by representative groups.
Decisions must be made about the method of communication to be used in large organizations
where the line of communication is vertical and closely linked to the management hierarchy.
( Cooren, F., Kuhn, T., Cornelissen, J. P., & Clark, T. 2011).

2.1.3 Union
Unionized organizations are an association of employees acting in concert to advance and
safeguard their shared interests through collective bargaining. Human resource management
practices in unionized organizations consists of procedures and policies laid out in labor
contracts agreed to by management and labor unions, stipulating wage rate, hourly rate, and
terms and conditions of employment. (Mitiku, k 2011, may).

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2.1.4 Why Do Employees Join Unions?
Employees join unions for many reasons, from protecting their rights to improving their wages
and benefits. Unions provide a collective voice for their members, allowing them to fight for
better working conditions, job security, and fair wages. Unions can also help ensure that
members are treated fairly and that their rights as workers are respected. Additionally, unions can
negotiate with employers on behalf of their members to ensure that they receive reasonable
wages and benefits, as well as safe and healthy working conditions. Furthermore, unions can
help protect workers from illegal or unfair practices, such as discrimination and sexual
harassment. Unions also provide legal representation to their members, allowing them to take
legal action if they feel their rights have been violated. Unions can provide the opportunity for
their members to come together and share their experiences, concerns, and ideas, creating a
stronger and more unified workforce.

The most common reason for joining unions is power and strength, as unions can obtain higher
wages and benefits packages than employees working off the job. Additionally, unions provide
job security and independence from management's power to hire, promote, and fire.
Additionally, unions provide a sense of independence from management's power to arbitrarily
hire, promote, and fire, thus providing fair treatment. (Mitiku,k 2011, may).

2.1.5 Compensation And Employee Benefits.

Compensation is made up of three main components, direct, indirect and non-financial
compensation (Snell & Bohlander, 2012). The direct compensation includes salaries, incentives,
bonuses and commissions for employees. Indirect compensation includes the multiple benefits
provided by employers. Non-financial compensation includes recognition programs for
employees, rewarding jobs, organizational support, working conditions and flexible working
hours to meet personal needs.

Compensation and employee benefits are major factors in attracting and retaining top talent in
any organization. Adequate compensation and a wide range of benefits can help to foster
employee loyalty, motivation, and a sense of job satisfaction. It is important for employers to
remain competitive in terms of salary and benefits, especially in a tight job market. Employees
should have access to a comprehensive compensation package that includes adequate pay,
bonuses, and other forms of financial compensation in addition to health, retirement, and other

9
benefits. Health insurance, retirement plans, tuition reimbursement, and other employee benefits
can provide a sense of job security and financial security that can help to keep employees
engaged and productive. In addition, employee benefits can also serve as a form of incentive to
work hard and stay with the company, as employees may be more likely to remain with an
employer who offers a comprehensive benefits package. Ultimately, a well-designed
compensation and benefits package can act as a major factor in both recruiting and retaining the
best and brightest employees. (Bryant, P. C., & Allen, D. G. 2013).

There are two type of compensation: financial compensation and non-financial compensation.

A. Financial compensation

Direct financial compensation is the money an individual receives in the form of wages, salaries,
bonuses, and commissions. Indirect payment is all financial benefits that are not part of direct
remuneration, such as in-service plans, social security benefits, retirement plans, financial aid for
education, and paid time off such as vacation, sick days, and other benefits.

B. Non-financial compensation

consists of the satisfaction that a person experiences from their employment or their workplace's
psychological and physical environment. It includes possibilities for accountability and
recognition. (Mitiku, k 2011, may).

2.1.6 Guaranteed Fair Treatment

Guaranteed fair treatment is an employment program that aims to ensure that all employees are
treated fairly. It involves providing formalized well-done comments and highly publicized
notices through which employees can appeal any legible issues. The employer can also appraise
performances and conduct promotional and transfer programmers' performance appraisals,
providing information for promotion and salary decisions. It also provides an opportunity for
reviewing the employee's performance and motivating them. (Mitiku,k 2011, may).

2.1.7 Employee Discipline

Employee discipline is an important part of any successful business. It helps to create a safe and
productive workplace where everyone is held accountable for their actions. It also helps

10
employees to understand their roles and responsibilities and encourages them to adhere to the
company's policies and procedures. ( Mitiku,k 2011).

Employee discipline should be consistent and fair, and must also be applied without
discrimination or favoritism. It begins with a set of clear expectations that are communicated to
employees at the beginning of their employment and should be reinforced throughout their time
with the company. This includes rules and regulations that must be followed, as well as standards
of conduct, job performance, and behavior that is expected. When employees violate these
expectations, disciplinary action should be taken. This may include verbal or written warnings,
suspension, demotion, or even termination if the violation is severe enough. Employees should
also be made aware of the consequence of violating the company's policies and procedures so
that they understand the importance of adhering to them. Ultimately, employee discipline helps
to create a safe and productive work environment where everyone can contribute to the success
of the organization. (Dapu, V. A. W. (2015).

2.1.8 The Manger and his superior

The manager is in charge of a team, department, or organization and is responsible for
successfully leading and directing the efforts of those in his employ. He should be an effective
communicator and have the ability to motivate and mentor those under his supervision. He must
have a clear vision of what he wants to accomplish and be able to articulate it to his team. He
must also be able to delegate tasks to his team and hold them accountable for the results. He
must be organized and able to manage multiple tasks and projects at once. He must be able to
make decisions quickly and with the right information. He must also be able to manage his
team's budget and resources and maintain a healthy and productive work environment. As the
leader of his team, he must be able to lead by example and be a role model for others to follow.
Ultimately, he or she must be able to work with his or her superiors to ensure that the
organization is successful. The relationship between higher and lower managers is more than just
a one-way up-and-down relationship. It has three dimensions and is not one-way up and down.
Every manager has responsibilities downward to his subordinates, and the relationship is
essentially responsible duty rather than right. (Singh, L. K., & Srivastava, R. 2012).

11
2.1.9 Reaction Of Subordinates
When supporters use particular forms of power, subordinates may exhibit a variety of possible
replies. major types of reactions are three.

1. Compliance: The most important idea is that a strict exchange relationship is established
between the superior and his subordinates to ensure they do what is asked of them.
2. Commitment: Subordinates are those willing to go beyond the directives of readers to
make an organization effect. They are willing to put in extra effort without being paid.
3. Resistance: Subordinates often react to corrective power by resisting and damaging
equipment and machinery, as well as making the life of the manager as measurable as
possible. (Mitiku, k 2011, may).

2.1.10 The People Factor In Managing

Managers must develop the ability to interact with people in every situation. Disagreements
between production managers and salespeople can arise from variations in how each one
processes behavior and planning starts may be fruitless due to motivational challenges. When
power struggles and managerial turnover are the underlying issues, a workgroup may demolish
supervisors and be intractable to management until someone looks for an informal group
structure. Company processors may require people to violate the ethical code of behavior.
(Mitiku,k 2011, may).

1. Individual behavior
A manager can have a significant impact on how people perceive the world, their individualistic
attitudes, and how they react to the consequences of their behavior. This is because no two
people perceive the world in the same way, have the same individualistic attitudes, and react to
their behavior in the same way.
Perception is the process by which people interpret the experiences around them. Attitudes are
preferences, not necessarily for subjects, but rather for objects. Defense mechanisms are the
ways people defend themselves from threats. Defense mechanisms are based on a simple idea
and basic assumption that when confronted with experiences of anxiety, conflict, frustration, or
failure, they would rather be psychologically comfortable than psychologically uncomfortable.
2. Human group

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Human relations is the interaction between two or more people, influenced by individual
conduct. Formal work groups have structure, permission, and validity from the organization,
while unofficial work groups lack structure, authority, and credibility. Human relations behavior
aims to achieve win-win outcomes by balancing the requirements of employees with those of the
firm. When both the company and the employees get what they desire, a win-win situation
develops. (Mitiku, k 2011, may).

2.1.11 Organizational Level Behavior

Organizational behaviour is termed as study of performance of individual and also the
group or activity that has been taken into the particular organization (Ahmed, 2017). It is the
study of behavior of human and of the working environment. Thus, it determines impact on the
structure of job, its performance, communication, motivation and leadership. Organizational
behavior is the study of how individuals and groups interact within an organizational setting. It is
a broad field that encompasses a range of topics including leadership, motivation, teams,
communication, organizational culture, and organizational change. Organizations differ in their
focus, structure, and size, but the underlying principles of organizational behavior remain the
same. By understanding how individuals and groups act within the organization, managers and
other stakeholders can better manage the organization and ensure that its goals are met. (Mitiku,
k (2011, may).

Organizational behavior examines the roles and responsibilities of each individual within the
organization. It also looks at how these roles and responsibilities are organized, how they interact
with one another, and how they contribute to the overall success of the organization.
Additionally, organizational behavior looks at how the organization’s culture, values, and norms
shape the behavior of individuals and groups within the organization.
Organizational behavior seeks to understand why people behave the way they do and how their
behavior can be modified to better achieve organizational objectives. By understanding the
dynamics of the organization, managers can create an effective work environment that
encourages collaboration and innovation. This can lead to increased productivity, improved
customer service, and increased morale. Additionally, organizational behavior helps to ensure
that the organization's employees can work together effectively to reach the organization's goals.

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Organizational behavior is an important part of any successful organization. By understanding
the dynamics of the organization, managers can create an effective work environment that
encourages collaboration and innovation, leading to increased productivity and improved
customer service. Additionally, understanding organizational behavior can help managers make
better decisions, develop better strategies, and ensure that the organization’s goals are met.
(DuBrin, A. J. 2013).
 Developing Human relations skills
The most important details in this text are related to attitude, work satisfaction, self-concept,
values, and ethics. Attitudes, which are determined by beliefs and ethics, play a role in how
satisfied you are with your employment. Your mentality about yourself is your self-concept and
your views and those of others around you influence your behavior, human interactions, and
performance. High levels of job satisfaction are associated with positive interpersonal
relationships and high levels of motivation. Those with optimistic attitudes and internal control
typically exhibit better levels of job satisfaction and performance. Attitudes do not change
quickly or easily. (Mitiku, k 2011, may).

2.2 EMPIRICAL REVIEW OF LITERATURE

Afadameh and Kalula (2013) stated that domestic work is correlated to informal employment,
making it outside the scope of formal employment in most cases. Kumar (2012) researched on
Inimitable Issues of Construction Workers: Case Study, which found that there are certain
problems such as poor health, dangerous working conditions, exploitation, embarrassment, no
safety measures, and lack of educations being faced by the workers of the construction units. The
study stressed on the need to create awareness of all labour rights and recommended proper
intervention programme as well as proper implementation of labour law for this sector.
According to ILO Report (2011), at least fifty-two million women and men above the age of 15
were domestic workers in their main job in 2011. Domestic work is a major source of
employment for women, accounting for seven per cent of women employees at global level.

The NYS Department of Labor (2010) report discussed the unique issues in the domestic work
industry and their impact on the ability to bargain collectively. Frameworks have been identified
for collective bargaining and representation for domestic workers under the New York State

14
Employment Relations Act (SERA). Recommendations have been given for other alternatives
for providing benefits to domestic workers. The report concluded that both domestic workers and
their employers must collectively form the best form of organization, and there are certain issues
specific to the application of collective bargaining that need further exploration in the domestic
work industry. (Saluja & College, 2018)
The study by Singh and Srivastava (2021) examined the impact of employee-employer
relationship quality on employee job satisfaction and organizational commitment in Indian
manufacturing firms. The study found that a positive relationship between employees and
employers leads to increased job satisfaction and organizational commitment.
the study by Abubakar and Hassan (2021) examined the impact of perceived organizational
support on employee job satisfaction and turnover intentions in Nigerian public sector
organizations. The study found that perceived organizational support positively influences
employee job satisfaction and reduces turnover intentions.
the study by Oluwaseyi et al. (2020) explored the role of leadership styles in the employee-
employer relationship in Nigerian small and medium-sized enterprises (SMEs). The study found
that transformational leadership positively influences employee job satisfaction, organizational
commitment, and performance in SMEs.
the study by Sharma et al. (2020) investigated the impact of communication on employee
motivation in Indian IT firms. The study found that effective communication positively
influences employee motivation and leads to better job performance.

15
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 DESCRIPTION OF THE STUDY

Descriptive research is a method used to accurately describe the characteristics of a population or

phenomenon being studied. In this research design, our aim is to understand the relationship
between employee and employer in the workplace. A structured questionnaire was administered
to a sample of employers and employees in order to gain a better understanding of their
relationship. The questionnaire included questions related to the perception of the relationship,
communication, leadership, trust and respect, collaboration, and other relevant topics. In order to
ensure the validity and reliability of the data collected, we used a combination of closed- and
open-ended questions.

The data collected from the questionnaire was analyzed using descriptive statistics. This allowed
us to gain a better understanding of the relationship between employee and employer and
identify any patterns or trends that emerged. The results of the research were used to inform
strategies that can be used by employers and employees to improve the relationship between the
two parties and create a more positive and productive workplace environment.

This study uses a quantitative research approach. Quantitative research is a research approach
aimed at testing theories, determining facts, demonstrating relationships between variables, and
predicting outcomes.

3.2 DATA COLLECTION INSTRUMENTS

In the study, both primary and secondary data were used simultaneously to collect information
for investigating the problem. The study population was the workers of the Berhanena Selam
Printing Enterprise. The sources of primary data were collected from employees through
questionnaires. The secondary source of data was extract from both published and unpublished
materials available in the enterprise.

16
Questionnaires was prepared based on questions regarding the various aspects of the topic of the
study. Questionnaires were also used to gather definite concrete and better information
concerning the problems under the study. Questions in the questionnaires was both open-ended
and closed-ended form. For open-ended questions, the respondents were asked to suggest their
judgments, and for close-ended ones, respondents were asked to select their responses from a list
of provided questions.

3.3 SAMPLING DESIGN & SAMPLE SIZE DETERMINATION

While we conduct the study, we use both primary and secondary sources of data. To collect the
primary data through questionnaires it has been planned a sample frame of 1,181 workers of the
enterprise study by Tigist. D. (2022). We were estimate the sample size by using the
Yamane(1967) formula, which is:

Where n= sample size

N= population size
e= acceptable sampling error (10%)

In this case N= 1,181

1,181
n= 1+ 1,181¿ ¿ 93

n=93

We get a sample size of 93. Out of 93 copies of questionnaires that were distributed to a sample
size of employees in the enterprise 75(80.6%) were properly filled and returned. The sample size
were use a simple random sampling method. Because simple random sampling is simple to
accomplish and early to explain to others. In addition to this, simple random sampling provides
the advantage of the speed of data collection and lower costs, which we will incur during the data

17
collection periods. The sample size plays a great role in the accuracy and validity of the
information will be gathered.

3.4 DATA ORGANIZATION AND ANALYSIS/METHODS OF DATA

After the data (information)was collected, it was verified grouped, and analyzed. For analysis
purposes, tables we were use them at their convenience. Creating relation between different
variables (factors) were mainly given emphasis. These was done annually and numerical analysis
was done. After the completion of the analysis and interpretation of data summary of the findings
were maden and a short discussion was draw from the finding finally based on the conclusion
recommendations in the scope of given.

18
 CHAPTER FOUR

INTERPRETATION AND ANALYSIS

This chapter deals with analysis and interpretation of the data obtained through questionnaire .
The results are depicted in the form of tables. A total number of 93 questionnaires were
distributed and out of them 75(80.6%) of them were found valid and used in the study for further
analysis.

4.1 GENERAL CHARACTERISTICS OF THE RESPONSES

This part largely reflects on the interpretation and analysis of the data gathered through the
questionnaire on the condition of labor relation management. Here employees are much subject
to study out of the total number of works in Berhanena Selam Printing Enterprise a total number
of 93 questionnaire were distributed to 93 employees. Among these respondents 75 of them have
returned. The questionnaire they received among the returned questionnaire 80.6 % are properly
filled in the analysis and interpretation of this section is based on the number of questionnaires
correctly filled and returned.

Table 4. 1 Distribution sample respondents by the personal Background

No Item No of Respondent Percentage

1 Sex

Male 44 58.7%

Female 31 41.3%

Total 75 100%

19
2 Age

22-30 13 17.3%

31-35 22 29.3%

36-40 21.3%
16
41-45 21.3%
16
above 46 10.7%
8

Total 75 100%

3 Educational level

Above 1st degree 15 20%

First degree 44 58.7%

Diploma 16 21.3%

Total 75 100%

Source: primary data

 GENDER: Out of 93 employees, item one of the table reveals that 44 (58.7%) are men
and 31 (41.3%) are women. We can infer that men are more employed than women
because there are less female employees overall according to this statistics. In
undeveloped nations like Ethiopia, there are no equal opportunities for men and women
to pursue careers. Pertaining to social and cultural perceptions of the gender question.
 AGE: According to the second item, an employee discovered that 13 respondents
(17.3%) were between the ages of 22 and 30. 16 (21%) of the respondents are 36 to 40
and 22 (29.3%) of the company's employees are between the ages of 31 and 35, . and 16
(21.3%) of the workforce is between the ages of 41 and 45, while 8 (10.7%) of the
remaining workforce is between the ages of 46 and above . It is easy to conclude from
this data that the majority of employees are youthful and productive workers.
 EDUCATION: Education was a component of the investment that was needed to
increase productivity in the future. Additionally, one of the significant aspects that

20
 influence an individual's degree of income is their level of education. As shown in the
above table, 16 ( 21.3%) and 44(58.7%) of the employees, respectively, have a diploma
and a first degree. Only 15 (20%) of the employees have higher education than a first
degree. Based on this data, a significant portion of the workforce has a strong educational
foundation, allowing the company to operate more effectively and produce more.

4.2 GENERAL CONDITION OF LABOR RELATION , POLICY AND

WORKING ENVIRONMENT

Table 4. 2 General Condition of Labor Relation

Item No of respondent Percentage

The condition of labor relation
Excellent 1 1.3%
Very good 26 34.7%
Good 45 60%
Bad 3 4%
Source: primary data

Table 4.2 above reveals that 26 respondents, or 34.7%, indicated that the relationship is very
good. Additionally, 3 (4%) and 45 (60%) respondents said there are bad relationships and good
relationships, respectively. Only 1 (1.3%) employees say the relationship is excellent. Giving
each employee fair and consistent treatment is a key component of effective employee relations.
so that they can be held accountable for the organization's objectives. As a result, there are many
opportunities for increased productivity within the company. Because it's important for strong
employee relations managers should pay attention to and comprehend what employees are saying
and experiencing

Table 4. 3 Labor relation policy

Item No of respondents Percentage

Existences of labor relation

21
Policy in the enterprise

Yes 35 46.7%
No 9 12%
I don't know 31 41.3%
Source: complied from primary data

Table 4.3 reveals that 35 (46.7%) indicated that the company has a legally-binding labor
relations policy. However, 9 (12%) and 31 (41.3%) of the employees said that they were
unaware of any policies or that they did not exist at the company. Conclusion drawn from this
item is that the enterprise's labor relations practices are being affected by other policies in an
ineffective way. Some employees may not be aware of the existence of labor relations based on
the information above, but most employees acknowledged the existence of relationship policy.

Table 4. 4 Condition of working Environment

Item No of Respondent Percentage

Is there conductive
working environment in
the Enterprise?

Yes 44 58.7%

No 31 41.3%

Total 75 100%

Source :compiled from primary data

From the above table indicates that 44(58.7%) of the employees responded as there is conducive
environment on the organization and 31(41.3%) of the employees responded that there is no
conducive working environment. Positive respondents stated that the workplace had a favorable
environment, including accessibility, location, weather, and incentives. Negative responders
claimed that the lack of a supportive work environment results in significant staff turnover, a
lack of accountability, and a lack of openness.

Table 4. 5 Nature of labor relation policy

22
Item No of Respondent Percentage

Labor relation policy clear

communicate to employee

Yes 72%
54

No 21 28%

Total 75 100%

Source: primary data

Table 4.5 shows that 54(72%) of the employees respondent that polices on the Enterprise are
clearly communicate to the employees . While 21(28%) of them responded that there is an
ambiguity as to the clearness of the communicating of policy issues. The outcome shows that the
firm has planned and transparent policy matters communication. Or the current communication
is entirely acceptable. Given that the goal of communication programs is to keep staff members
informed about company happenings and aware.

4.3 EMPLOYEE AND THEIR RESPONSIBILITY

Table 4. 6 Nature of Responsibility

Item No of respondents Percentage

Is the administrative body

responsible in their work?

Yes 54 86.7%

No 21 13.3%

Total 75 100%

Source: primary data

Table 4.6 shows that 54(86.7%) of the respondents responded that mangers of the organization
are responsible on their work. While 21(13.3%)of the administrative body not responsible in

23
their wor. we can conclude that the majority of respondents are agreed to the responsibility of
the administrator on their duties.

Table 4. 7 conflict with in the enterprise

Item No of respondents Percentage

How obtunds conflict arise

on your Enterprise?

Always 1 1.3%

Most of the time 22 29.3%

Some time 52 69.3%

Doesn't occur 0 0

Total 75 100%

Source: primary data

The above table 4.7 shows that 1(1.3%) of the respondent responded that always existence
conflict. While 22(29.3%)of the respondents that most of time they are conflict in the
organization. Other of 52(69.3%) the respondents suggested that there is some time conflict with
in enterprise. And no respondents on the doesn't conflict happen in their enterprise. However,
the existence of conflict at some times happen. This conflict may enable the enterprise to solve
the negative performances and some problems of the Enterprise.

4.4 COMMUNICATION IN THE ORGANIZATION

Table 4. 8 Mode of communication

Item No of respondents Percentage

24
What is the mode of communication
on the Enterprise?

One way 25 33.3%

Two way 50 66.7%

Total 75 100%

Source :primary data

Table 4.8 above states the mode of communication prevalent in the enterprise. 25 (33.3%) of the
respondents responded that there is only one-way communication. while 50 (66.7%) responded
that there is a two-way mode of communication. Thus, we can say that there is mostly two-way
communication in the organization, according to the respondents. Two-way communication is
the process of sharing information back and forth between two parties. This communication
method helps for better understanding between the employee and manager, which can lead to
better decision-making.

4.5 EMPLOYEE DISCIPLINE

Table 4. 9 complain presentation

Item No of respondents Percentage

Possibilities of complain or
grievance in the Enterprise

Direct to manager 8 10.6%

Indirect to manager 11 14.7%
Written 41 54.7%
Using all means 15 20%
Source; Compiled from primary data

Table 4.9 shows that 8(10.6% ) of the respondents responded that there is complaint to the
manger directly and 11(14.7%) of the respondent responded indirectly to manager .However,
there are employees 41(54.7%) of the employees who use written complain to the manager. And

25
also 15(20%) of the respondents are use all means for their complain. Thus, we can say that most
of the employee’s solve their problems through written communication the mangers. So written
communication is help for build trust and credibility between managers and employees by
providing a record of interactions.

4.6 THE RELATIONSHIP BETWEEN MANAGER AND THEIR

WORKERS

Table 4. 10 relation between managers and employees

Item No of respondents Percentage

Relationship between
managers and employees

Yes 65 86.7%

No 10 13.3%
Source; Compiled from primary data

Table 4. 10 shows that 65(86.7%) of the respondents that are agreed healthy( positive )
relationship between managers and employee in the Enterprise. While 10(13.3%)of the
respondents that unhealthy relation between managers and employees. The result of a healthy
employee-employer relationship is happier, more loyal, devoted, and productive employees. To
be straightforward, their healthy relationship helps the company grow.

4.7 CONFLICT SOLVING METHOD

As many respondents responded in order to solve a conflict between mangers and their workers.
The mangers can solve the conflict by using the following mechanism

 Through discussion and meeting

 By open Communication
 By using laws, guidelines, and mutual understanding and agreement which do not violent
laws and regulation
 By direct meeting and clarifying what the disagreement

26
  By negotiating or agreement of employees and managers

4.8 THE EFFECT OF LABOR RELATIONSHIP IN PRODUCTIVITY OF

THE OPERATIONS

Table 4. 11 labor relation in productivity

Item No of respondents Percentage

Relationship between
managers and employees
affect the production of the
company?

Yes 56 74.7%

No 19 25.3%

Total 75 100%

Source: primary data

Table 4.11 shows that 56(74.7%) of the respondents the relationship between managers and
employee affect the production of the Enterprise. While 19(25.3%) of the respondents the
relationship between managers and employee can not affect the production of the enterprise. We
can concluded that a positive relation between managers and employee are affect the production
of the Enterprise. when a negative relation between them decrease production volumes, no
coordination between managers and employee , decrease sales and profit and decrease the out
put and performance of the worker's. This can affect the goal and objectives of the Enterprise.

27
 CHAPTER FIVE

CONCLUSIONS AND RECOMMENDATION

5.1 CONCLUSION

Detailed research and comments were offered in the analysis section. Based on our observations
from the data we came to the following conclusion in this section. Understanding how the labor-
management relationship in the firm is currently operating has been the main objective of this
research.

1. The general condition of the labor-management relationship in the Enterprise overall is good,
with 60% of the employees stating that they have a positive relationship with their managers.
This is a strong indicator of the successful management practices that the company has
implemented. The company has fostered an environment of trust and respect that has enabled
positive communication between the staff and their managers. This has enabled the company to
create a healthy and productive working atmosphere that allows employees to work to their
greatest potential. The company has also been successful in ensuring that labor-management
relations remain cordial and mutually beneficial. Overall, the labor-management relationship in
this Enterprise is an example of how good management practices can create a productive and
positive atmosphere for the employees and the company.
2. In most organization the main source of problem is the communication between mangers and
employe but in Berhanena Selam Printing Enterprise. The findings from this survey suggest that
two-way communication within the Enterprise is effective, as the majority of employees
(66.7%) reported that there is two-way communication in the workplace. This indicates that
employees feel comfortable in having conversations with their colleagues and employers, and
that their opinions and ideas are taken into consideration. This type of communication is
beneficial to the workplace because it allows for a collaborative working environment, where
ideas can be discussed openly and all sides can be heard. Furthermore, it helps to create a sense
of trust and understanding between colleagues, which can lead to increased productivity and a
more positive work atmosphere. Ultimately, it is clear that two-way communication in the
workplace is an essential component of a successful and productive workplace.

28
3. As many respondents responded to solve a conflict between managers and their workers. The
managers using the following mechanism the alternative techniques or solutions to resolve the
problems between the managers and their workers are through discussion and meeting, open
communication, using laws and regulations, direct meeting, negotiating or agreement, and
having a common goal and objectives. All of these techniques will help to resolve the issues and
create a healthy working environment. The managers should be aware of the different techniques
that can be used in order to create a harmonious working environment and maintain a good
relationship between the managers and their workers. With the right approach, the managers can
make sure that both the employees and managers are working towards common goals and
objectives and can make sure that their interests are mutually beneficial.
4. The potential labor relations and their impact on Enterprise effectiveness are. Firstly, it is clear
that not all employees are aware of the labor relations policy currently in place, meaning the
effectiveness of the policy is weakened. Additionally, the data shows a clear gender imbalance in
the workplace, with male participation dominating that of female employees. These issues have
the potential to create conflict in the workplace, leading to a decrease in employee productivity
and satisfaction. Moreover, labor relations can have a direct impact on business operations, as
labor disputes can lead to a decrease in profits, an increase in costs, and a decrease in customer
satisfaction. Therefore, it is essential that companies address the issues discussed above in order
to ensure a healthy and productive workplace.

29
5.2 RECOMMENDATION

The goal of the study was to evaluate the state of the labor-management interaction between
managers and their employees. The general conclusion was that changes and improvements are
required. The advice is given along with some detailed suggestions for rules. We provide the
recommendations and suggestions below.

From the study we have seen that Lack of gender equality between employees of the Enterprise.
It is crucial for the organization . Without equality it will be difficult to achieve the goal.To
improve the number of female employees in an organization, the organization should actively
seek out female employees through targeted recruitment and job postings, and make sure that the
organization has an inclusive.

The labor relations policy should be clear and concise and include the company's mission, core
values, and basic policies and procedures. It should also include the company's policies and
procedures for labor relations, such as the terms of employment, job classifications,
compensation and benefits, and employee rights and responsibilities. Additionally, the policy
should outline the organization's collective bargaining rights and responsibilities, including the
right to unionize, the right to collective bargaining, and the right to strike. The organization
should provide hard copies of the policy document to all employees or make it available online,
and provide resources to help them understand and comply with the policy, such as training or
handouts, and holding meetings or seminars. By having a clear and comprehensive policy
document and making sure it is widely available and understood by all employees, the
organization can ensure that labor relations are handled fairly and equitably, helping the
organization to foster a positive work environment and maintain positive employee relations.
Making clear conflicts between employees and management is essential for the success of any
organization. Leadership should be proactive in dealing with such conflicts and should be open
to hearing all sides of the story. Effective communication between employees and management
should be promoted, and an open-door policy should be encouraged. Employees should be given
a safe space to voice their complain and be heard, and management should provide solutions
that are beneficial to both parties. Additionally, the organization should invest in conflict
resolution workshops and training for their staff. Finally, it is important to set a standard of
respect within the company to ensure everyone respects each other's ideas and opinions. By

30
creating an environment of trust, understanding, and mutual respect, the organization will be able
to effectively eradicate conflicts and create a positive working atmosphere.
Improving two-way communication between employees and management is an important part of
running a successful business. It allows for a better understanding of the company’s goals and
objectives and the ability to solve problems quickly and efficiently. Here are some
recommendations that to help improve communication between employees and management:
 Asking and giving feedback
 Showing respect through words and actions
 Encourage open discussion
 Listen and respond
These points can help foster a better working relationship between employees and management,
creating a more productive and successful work environment.
To maintain good labor relations in an organization, it is important to start with a clear
understanding of the goals of the organization and employees. It is also important to provide a
safe and supportive working environment, ensure all employees are treated with respect and
given equal opportunities, keep communication lines open between management and employees,
recognize employees for their achievements, positively provide feedback, compensate employees
fairly, provide sufficient training and development opportunities, and create a culture of trust and
respect within the organization. By following these guidelines, organizations can ensure that they
maintain good labor relations and create an environment where employees feel valued and
appreciated.
Labor relations can greatly affect the productivity of a business, and it is important to take steps
to ensure that labor relations are conducive to the highest possible level of productivity. Poor
labor relations can lead to a decrease in employee morale, a lack of trust between management
and employees, and a lack of focus and productivity. To ensure strong labor relations and high
levels of productivity, it is important to create a culture of trust and communication between
management and employees, ensure that employees are being fairly compensated and their
voices are heard and respected, have a safe and comfortable working environment, offer
incentives or rewards for their hard work, and provide employees with the necessary training and
resources to do their jobs effectively. These steps can help to ensure that labor relations are
strong and that productivity remains high.

31
Management should strive to build positive working relationships with all of its workers by
treating them fairly and consistently. This can be achieved by creating a workplace environment
where workers feel respected and valued, and where their opinions are heard. Management
should ensure that all workers receive the same opportunities and rewards, regardless of their
roles or background. Additionally, management should keep the lines of communication open
and provide the same training and development opportunities. Finally, management should
recognize the hard work of their workers and reward them accordingly. By implementing these
strategies, management can create a positive working environment and build strong relationships
with their workers, which will encourage them to support the organization's objective.

32
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APPENDIX
ADMAS UNIVERSITY

35
DEPARTEMENT OF BUSINESS MANAGEMENT
The purpose of this questionnaire is to conduct the research on labor management relations Your
response are very importance for the success of the study and it will also be confidential
For the employees of the organization
Instruction: For the respondents you are kindly requested to put a “tick” mark on the choice
provided to you and write necessary explanation too if required in the space
provided. Anything that you respond on this questionnaire will be kept absolutely
confidential
Remark: Do not your name and address!
Instruction: Answer the following questions by making “tick” mark inside the box and with
necessary explanation in the space
1. Sex A. Male Female

2. Age A. 22-30 D. 41-45

B. 31-35 E. above 46

C. 36-40

3. Educational level

A. Above 1st degree

B. First degree

C. Diploma

4. What is the general condition of labor management relation in the enterprise?

A. Excellent B. Very good

C. Good D. Bad

If your answer is bad, how please specify _________________________

_____________________________________________________________

5. Is there any labor relation policy in the enterprise?

A yes B. No 6. I don’t know

If yes, what is the importance _____________________________________

_____________________________________________________________

6. Is there conductive working environment in your organization?

A. yes B. No

If yes, (specify)

36
_____________________________________________________________________________________________
_________________________________________________

7. Do labor relation polices clear communicate to employees?

A. yes B. No

If your answer is No please specify the possible reason

_____________________________________________________________________

_____________________________________________________________________

___________________________________________________________________

8. Is the administrative body responsible in their work?

A. yes B. No

If no, why the reason (specify)

_____________________________________________________________________________________________
__________________________________________________

9. How obtunds conflict arise on your enterprise?

A. Always B. most of the time

C. some time D. doesn't occur

If your answer question number (9) is “always” why specify the reason

________________________________________________________

________________________________________________________

10. What is the mode of communication on the enterprise?

A. One way B. Two way

11. How could you present your complain or grievance labor management relation in the enterprise?

A. Direct to manger
B. Indirect to manger
C. Written
D. Using all means
12. Do you think that there is a health relationship between managers and employees? It ‘No’
what would be the reason?
A. yes B. No

If ‘No’ what would be the

reason ?----------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------

37
or If you say ‘yes’ what actions are being taken to continue as it is
---------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------
13, How can be solved for there is a conflict between managers and employees?
---------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------
14. Do you think that the relationship between managers and employees affect the production of
the company?
A. yes B. No

if ‘yes’ what way it affects?

-----------------------------------------------------------------------------------------

38