ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

RESEARCH PROPOSAL

TITLE: IMPACT OF EMPLOYEE – EMPLOYEER RELATIONSHIP IN JOB

PERFORMANCE: IN CASE OF COMMERCIAL BANK OF ETHIOPIA SARBET
BRANCH

PERPARED BY: YORDANOS WORKU

UGR/2776/12

ADVISOR: GEMECHU W. (PHD)

3/14/2023

ADDIS ABABA
ETHIOPIA

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Abstract

The abilities and competence of the employees are critical to the success of any company. The
degree to which employers establish a positive work environment that meets the emotional needs
of their employees has a significant impact on the level of organizational productivity. In this
regard, the purpose of the paper is to assess the overall effect of employee and manager
relationships on improving employee performance at the Commercial Bank of Ethiopia's Sarbet
branch. The research will use both primary and secondary sources; primary data will be
gathered from branch workers via questionnaire distribution, and secondary data will be
gathered from journals and other relevant literature. The results will show that ignoring
employees' psychological needs, which are the desire to be respected, valued, and acknowledged
in the organization, will result in ill-treatment and further demotivation. The paper will conclude
with a suggestion that managers should properly connect with their employees and create an
enabling atmosphere in which employees feel at ease carrying out their responsibilities.
Furthermore, employers should establish an effective communication system that promotes
understanding and learning within the company.

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Contents
CHAPTER ONE ............................................................................................................................................... 4
Introduction .................................................................................................................................................. 4
1.1. Background of the study ........................................................................................................................ 4
1.2. Statement of the problem ..................................................................................................................... 5
1.4 OBJECTIFE OF THE STUDY ....................................................................................................................... 6
1.4.1 General Objective ................................................................................................................................ 6
1.4.2 Specific Objective ................................................................................................................................. 6
1.5. Significance of the study ........................................................................................................................ 7
1.6. Scope of the Study ................................................................................................................................. 7
1.7. Limitations of the study ......................................................................................................................... 8
1.8 Background of the organization.............................................................................................................. 8
CHAPTER TWO ............................................................................................................................................ 10
Review of Literature.................................................................................................................................... 10
2.1 The Concept of Employee Relation ...................................................................................................... 10
2.2 Employee Relationship Management ................................................................................................... 10
2.3 Components of Employee Relationship Management ........................................................................ 11
2.4 Employees Performance ....................................................................................................................... 15
2.5 The Effects of Employees Relations on Employee Performance .......................................................... 15
CHAPTER THREE .......................................................................................................................................... 16
METHODOLOGY OF THE STUDY .................................................................................................................. 16
3.1 Study area.............................................................................................................................................. 16
3.2 Materials (Data) .................................................................................................................................... 16
3.3 Data Source ........................................................................................................................................... 16
3.4 Methods of Data collection................................................................................................................... 16
3.5 Method of sampling /sample Design .................................................................................................... 17
3.6 Method of Data Processing and Analysis .............................................................................................. 17

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 CHAPTER ONE

Introduction

1.1. Background of the study

A good relationship between managers and employees makes employees feel valued, and the
relationship a manager has with an employee is not a friendship, which is a two-way street. As a
result, being a manager is a one-way path. And they are significant because they serve as the
foundation for trust between a company and its employees. When employees feel respected by
their managers for their contributions to the organization's success, they are more likely to work
diligently and be more engaged with their jobs. Employees who are engaged are not only more
productive and effective, but they are also more likely to remain with the company. Elder.E,
(2018) thinks that there are people or individuals in an organization who have various interests
and attitudes toward the organization's goals. Every element of employee relations is based on
the organization's economic and social interaction. Employee relations, on the other hand, deal
with issues concerning employee productivity and performance, as well as the role of
management practices that reduce or increase employee performance within the company.
Lester.W (2009) also said that all supervisors are responsible for managing employee-manager
relationships. Employee and boss cooperation and coordination are required for effective
employee-manager relationships. A good employee relationship entails treating all workers fairly
and consistently. Managers are attempting to comprehend what employees are saying and
experiencing, as well as keeping them informed of what the manager intends to do and how that
plan will be implemented and how it may affect their interaction.

Even, in a single organization employees have different personality, attitudes, beliefs and values.
Hence, managers need different approaches to maintain a positive employee relationship. Taking
in to account people’s complicated psychological makeup managers must use different strategies
and skills with employees for the survival and best performance of the organization.

Employee relations are the most important aspect of any organization in the globe. Without
them, no company can function efficiently or effectively. However, people do not exist in a
vacuum; in order to be effective, they must communicate and collaborate with others. Employers
require manager relationships in the workplace to keep the organization running efficiently,
prevent problems, and ensure the best performance possible (Bergeron.M. 2013).

To achieve higher levels of quality and performance, managers must be able to keep positive
relationships with their employees. This is primarily due to an employee's belief that the business

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for which he or she works values him or her. Among the various resources a company has, its
workers are the most important because they are required for all production activities. Because
an organization's success is dependent on its employees' high motivation, drive, and devotion,
excellent employee performance is critical for the firm. Understanding the interaction between
the business and its employees is critical to improving an organization's success in achieving its
strategic goals. Much research on the subject can be found in various parts of the globe.
However, the research on Ethiopian cases is still insufficient. This study investigated the impact
of the relationship between employee and manager on employee job performance by focusing on
a commercial bank in Sarbet, Ethiopia.

1.2. Statement of the problem

A good employee manager relationship is one of the essential activities for creating a healthy
working environment in an organization, which has a significant impact on job performance of
its employees in terms of both productivity and policies of managers to increase effective job
management amongst employees in organizations. It leads to continued development, improved
performance, and a positive impact on a company. When we tour our country's workplace, we
may notice that most of the organizations that provide services appear to lack an adequate and
healthy work environment. Some studies were conducted on the impact of employee relationship
performance on establishing a healthy working environment. Employee relations are a major
issue in most companies, according to Singh (2011). Poor employee-manager relationships
reduce productivity, efficiency, and product quality while also affecting the organization's and its
customers' goals by producing a hostile working environment.

Aside from establishing a healthy working environment, a positive employee-manager

relationship is essential for motivating employees and achieving a synergistic effect on the
company. According to Shadare et al. (2010), one of the essential activities of a company in
terms of productivity quality is motivation. Employee motivation is one of the management
policies used to improve effective job management among employees in organizations. A
motivated employee is aware of the specific goals and objectives that must be met, and thus
focuses his or her efforts in that direction.(Bulent et al, 2009). Motivation is an internal strength
that propels people to achieve personal and organizational objectives (Reena et al, 2009)

The current task for management is to create an environment that affects, affects, retains, and
motivates its employees in order to maximize productivity. It requires a completely different
approach than it did a few years ago to keep employees satisfied. The current working
environment is distinct, one-of-a-kind, and continuously changing from time to time and context
to context. This condition produced an environment in which employers require their employees

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rather than the employees requiring their employers. Less attention is given to the hidden
dynamics of the employer-employee relationship, and employees are unaware of the impact it
will have on the working environment.

Employee-employer relations are the primary issues confronting every company in terms of
increasing productivity, efficiency, and product quality, as well as achieving organizational
goals. The presence of many problems in employee management, such as communication,
interest differences among workers, unfair treatment of employees in promotion, performance,
punctuality, and compensation, is the primary cause for conducting this study.

Many studies have been conducted on this subject in various time and location frames. Even
though this study can be used as a reference, drawing broad conclusions will be difficult.
However, this study investigates how employee-manager relationships influence the workplace
environment and assesses the degree to which the workplace environment encourages or
discourages employees from performing well.

1.3. Research question

Based on research problems, the study will concern the following research questions

 Generally what are the impacts of employee and manager relationship on employees’
performance level in an organization?
 Specifically, the research aims to answer the following research questions.

1. What factors influence staff relations with managers in organizations?

2. What are the primary benefits of good employee-manager relationships?

3. What impact does a positive employee-manager relationship have on employee performance?

1.4 OBJECTIFE OF THE STUDY

1.4.1 General Objective

The research investigated the existing overall function of employee and a manager relationship
on employee performance in the Sarbet branch of the Commercial Bank of Ethiopia.

1.4.2 Specific Objective

 Assessing employee happiness with the company's employee-manager relationship is
assessed.

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  Making suggestions for potential solutions to existing issues.
 To determine whether or not the commercial bank of Ethiopia sarbet branch work
atmosphere contributes to employee-manager relationships.
 To determine whether there is a link between excellent performance and employee-
manager relationships in the organization.

1.5. Significance of the study

The primary goal of the organization's establishment is to achieve its goals as planned by
utilizing its available resources efficiently and effectively. The primary goal of an entity is
accomplished when it attempts to establish a reasonable mechanism for managing and handling
its resource, which is not only available but also the most essential, which are its employees. As
a result, organizations must handle employees' needs and desires appropriately in order to
accomplish their goals. In general, the study's significance will be in filling the gap of employee-
manager relations in the commercial bank of Ethiopia's Sarbet branch and taking action to
minimize the later impact.

This study will benefit both employees and employers of the organization because it will help
employers know how to identify and solve labor relations issues in an organization, and
employees will be protected from later consequences if the former is not met for the second time.
It is hoped that this study will inspire other researchers to perform more extensive research in the
future.

This research will assist the organization's authority in implementing necessary corrective
measures to better organization policy, as well as employees in reducing the cost of their time
and extra effort.

1.6. Scope of the Study

The purpose of this research was to demonstrate the employee-manager relationship problems
and potential solutions in the Sarbet branch of the Commercial Bank of Ethiopia. The research
ranges from identifying the location of the relationship problem to observing the effect on
organizational performance or the final output of the service provided. Data were collected
through the distribution of questionnaires to a random sample of workers and an unstructured
interview.

Secondary data sources included personnel agency records and reports from the previous five
years, as well as journals and news articles. The best potential alternative solutions will be
determined in the end.

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1.7. Limitations of the study
The research is being carried out at the Sarbet office of the Commercial Bank of Ethiopia. As a
result, the sample for this research was limited to employees and professional managers who
work there only; other bank branches situated outside of this branch and other cities were not
considered. The research is also affected by other factors such as a lack of time, a lack of
adequate reference material in the enterprise, adequate skill, and financial constraints. To be
more specific;

 The most difficult constraints were time and budget because, as we all know, research is
a large task that requires a lot of time, money, and adequate skill. Trying to do it while
considering all of the mentioned elements shortage into consideration is difficult.
 During the initial data collection, some respondents were unwilling to provide
information about their labor relations.

1.8 Background of the organization

This research focuses on the Sarbet branch of the Commercial Bank of Ethiopia in Addis Ababa.
Addis Ababa is the capital city of Ethiopia and the center of the country's biggest transactions.
The Ethiopian commercial bank's existence dates back to the establishment of the Ethiopian state
bank in 1942. It was legally established in 1963 as a share company and was allowed to merge
with the privately owned Addis Ababa bank in 1974. Currently, the COMMERCIAL BANK OF
ETHIOPIA has over 22 million account holders, and the number of mobile and international
banking users has surpassed 2.5 million as of June 30th, 2019.

COMMERCIAL BANK OF ETHIOPIA combines a large capital base with over 37894 talented
and committed permanent employees and claims to have reliable and long-standing relationships
with many internationally acclaimed banks worldwide.

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This bank operates with the goal of becoming a world-class commercial bank by 2025. With a
goal to maximize stockholder value through improved financial intimidation by deploying the
best professionals and technology. And by implementing Core Values of Operating Principles
that govern internal behavior as well as relationships with customers, partners, and shareholders
with as much integrity, professionalism, diversity, and teamwork as possible.

The Sarbet branch of the Commercial Bank of Ethiopia was established in 1979 and is located in
the sub city of Nifas Selk Lafto. As the list shows, there are 49 employees in various positions.
Thirteen of these employees are female, while the remaining 36 are male.

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 CHAPTER TWO

Review of Literature

2.1 The Concept of Employee Relation

Employee relations are a type of interpersonal relationship concept developed by western
scholars in the twentieth century to supplant industrial relations. It focuses on the right and
responsibility, management, and obeying caused by the interest between the organization and the
employees as a total of cooperating, conflict, strengthening, and power relations, and is
influenced by economic, technological, legal, and sociocultural background in a specific
community (Yongia, 2010).

Employee relations are defined as the relationship that exists between employees and managers
in order to improve employee morale, commitment, and confidence, as well as to create an
appropriate working environment in which employees can expend maximum effort toward the
accomplishment of organizational goals ( Bajaj et al., 2013).

An effective employee relationship entails developing and maintaining a motivated and efficient
workforce. Creating healthy employee relationships in a company is a requirement for achieving
organizational objectives. To achieve this, organizations must build strong employee
relationships by motivating workers, involving them in decision-making activities, allowing for
the free flow of information within the organization, and resolving conflicts or disagreements in
the workplace. This scenario instills in employees a sense of ownership in the company, which
motivates them to work hard. Healthy employee relationships result in more efficient, effective,
and productive employees, which lead to an increase in the organization's output level.
According to studies, companies that establish a pleasant working environment and maintain
positive relationships with their employees are more productive, which results in higher financial
outcomes (Gills, 2008). In contrast, a study conducted by Byton (2008) showed that when
employees are dissatisfied with management, the government, or even their coworkers, they do
not contribute their full potential. Poor employee relationships lead to labor strikes and uprisings,
which reduces the organization's output.

2.2 Employee Relationship Management

Since the beginning of the industrial revolution, the need to manage the relationships that exist
between employers and workers has been at the forefront. Effective employee relationship

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management is critical in the workplace, whether during recruitment, during an employee's term,
or during separation (Rose, 2008).

Employee relationship management is a comparatively new term defined as a strategy for

successfully managing employees so that they can achieve organizational goals (Gren and
Anderson, 2013). Employee relationship management refers to the various activities that an
organization's management implements in order to create friendly cooperative relationships with
its workers. It contributes to the creation of a harmonious work environment in which all
employees collaborate to guarantee the achievement of its objectives. Furthermore, it fosters
commitment, assists workers in meeting organizational goals, reduces workplace conflict, and
fosters trust (Bajaj et al., 2013).

Employees can contribute more when the organization's managers understand each employee's
needs and try to meet them as a kind of concern that motivates them to devote themselves to the
achievement of organizational goals. When workers engage in conflict and misunderstanding
with management, no goal can be achieved. So, in order to boost employee morale and attract
more top management, managers should promote positive employee relationships in order to
close productivity gaps. Employee relationship management also improves employee efficacy
and productivity because when managers work to strengthen the relationship, employees are
more willing to produce quality goods and services for the organization's target consumers
(Chapman and Goodwin, 2001).

According to Kumar and Manjula (2017), employee relationship management has the following
functions:

• To create a healthy and balanced relationship with the company

• To instill moral values and confidence in employees to encourage them to perform better

• To increase employee productivity and effectiveness at work;

• To treat all employees fairly and without prejudice; and

• To motivate employees in order to bring out their inner potential to create new things.

2.3 Components of Employee Relationship Management

 Communication

Communication in an organization refers to the exchange of information among employees in

order to make them aware of the important aspects of the organization, such as institutional
policy, strategy, procedures, and manuals that help them understand what is expected of them

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and how they will carry out their duties. It is crucial in strengthening employee relationships
because it serves as a key to open the door to interaction within the company.

Communication in a company serves to foster relationships and create harmony by building trust
among employees from various departments (Chinomon and sandata, 2013). According to
Abduwarda (2010), there is a substantial relationship between communication and employee
performance. Furthermore, a study conducted by Kumar and Manjula (2017) found that
transparency in communication is critical for a healthy employee-employer relationship because
it initiates group activities in the workplace and allows employees to build friendly relationships
with their coworkers. In line with this, the research conducted by Sequeira and Shriti, 2015)
confirms that well-informed employees outperform ill-informed employees. Besides that, Hasen
and Salman (2016) asserted that effective communication has a positive and significant influence
on employee performance because effective communication is an essential tactic that has been
performed that can extract the ultimate of the employee to help both the organization and the
employees achieve their ultimate goal.

 Participative Leadership

Leadership is a critical element that has a significant impact on an organization's performance.

According to House and Mitch (1974), participative leadership exhibits consultative behavior,
such as consulting employees before making final decisions, even though they maintain final
decision authority. This is critical for attaining high levels of employee success, which leads to
high levels of employee commitment because followers feel appreciated and valued. Leadership
is defined as the methods by which leaders guide their followers in the direction that allows them
to achieve corporate goals by motivating, participating in decision making, and providing
ongoing training.

Participatory leadership solicits suggestions and recommendations from subordinates before

making the ultimate decision, allowing each other to make sound decisions because subordinates
are capable of generating innovative ideas (Chaudhry,2013). This strengthens the relationship
between leaders and subordinates while also developing a sense of ownership in the organization
because their involvement makes them feel at ease and thus improves their performance.
Similarly, a study conducted by (Pradeep and Prabhu, 2011) reveals that there is a positive
relationship between transformational leadership and employee performance because this style of
leadership fosters a positive work environment, job satisfaction, and extra effort in comparison to
transactional leaders, and these leaders have the ability to persuade their subordinates to achieve
more.

Furthermore, Sequeira and Dhriti (2015) show in their study that when management of the
organization creates equal opportunity and offers equal treatment to employees without biases, it
promotes positive attitude towards the organization, and constructive feedback and guidance
make employees realize what the organization expects of them as they feel they achieve mutual

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benefit. In addition, participative leadership is most beneficial in the long run and has a positive
impact on employee performance (Anwar et al., 2014).

 Shared Goals and Values

The notion of shared goal refers to the communality among employees and management of an
organization toward the central goal that the organization expects to achieve (Kontabutra and
Avery, 2009). This coherence aids in understanding how work is related across all organizational
divisions, as well as aligning employees' work with the organization's strategic direction
(Pulakos and O'Leary, 2011). Sharing a common goal allows workers to focus all of their efforts
on achieving the organization's specific goal. However, this can be realized when workers are
interdependent and collaborate. Employee performance and organizational outcomes benefit
from a common objective (Chinomana & Jandata, 2013).

Employees are directed to increase productivity by shared goals. Many scholars agreed that
setting clearly achievable and mutually agreed-upon objectives that pertain to the organization's
mission motivates employees to achieve it (Nelson, 1997; sax, 2012). This increases team
members' awareness of the intended objectives and encourages them to share a feeling of
common purpose (Dina, 2010; Holmes, 2005). On top of that, (Richards et al., 2012) say that
specific goals motivate employees to achieve them, which builds commitment.

 Mutual Trust

Trust is a critical variable that influences an organization's performance, efficacy, and efficiency
(Driks and Ferrin, 2002). Over the course of a relationship, trust may increase, decline, or
resurface. People have more opportunities to observe and learn about each other as their
relationship grows, and the judgment over a particular action can be concluded as either
trustworthy or untrustworthy (Huang and Guo, 2009). Trust encourages cooperative behavior,
reduces conflict, and fosters positive views of employees toward their managers, which increases
employee job satisfaction in the company (Gills, 2008). It also fosters a positive work
environment, which helps to improve employee job performance in the company. The majority
of researchers see confidence as having two components: integrity and dependability. Trust is the
level of reliance one can put on information received from another person and confidence in the
relationship partner in an employee-employer relationship (Hering,2009).

When workers fail to trust their managers, the flow of information upward is hampered;
similarly, when managers distrust their employees who work with them, the downward flow of
information is hampered (Daniel, 2003). In accordance with this, Abushawish (2013) discovered
a favorable relationship between employee openness and organizational trust. Managers' trust
may also have a larger influence on managerial decision making. Additionally, a study by Hasen
and Salman (2016) found that employee performance and trust levels have a positive and
significant relationship. This is because developing trust involves fostering confidence in one
another's abilities and dependability. As a result, the presence of trust among employees fosters

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synergy within the organization and improves employee performance because trust is based on
competence and dependability.

 Motivation

Motivation is defined as all internal and external driving factors that cause an individual to
perform an activity, which defines the boundaries and forms of activity, and which provides
activities aimed at achieving specific goals (Duica, 2008). Motivation is an important element in
an organization's success because it serves to keep the work going in a powerful way (Omollo,
2015). Employees who are motivated are a valuable asset to any company. Best practices for
promoting employee relations and having motivated employees, according to Handon (2000) and
Werbler and Harris (2009), are: leadership, growth and development, meaningful work, reward,
financial benefits, good working conditions, personal loyalty to employees, empowerment,
creativity, and innovation.

According to studies, there is a positive relationship between motivation and performance (Deci
and Gangne, 2005). Similarly, Nabi and et al (2015) discovered that motivation has a highly
repetitive effect on employee performance; when employees are given extra drive and exertion,
standard performance is bound to improve. Furthermore, Shahzadi et al (2014) conducted a study
to determine the effect of employee motivation on employee performance, which revealed that if
employees are more motivated, their performance will improve.

 Conflict Handling / Management /

Conflict is a disagreement that happens when the interests, goals, or values of various individuals
or groups are incompatible (Agwu, 2013). Employee mistreatment, a poor organizational reward
system, a lack of group cohesiveness, and favoritism are to blame for organizational conflicts,
which have a negative impact on employee job commitment, service quality, customer
satisfaction, and organizational performance, whereas outcomes have an impact on job
performance, creating turnover intentions and further generating organizational conflict (Ahmed,
2015; Nwokorie, 2017).

Conflict can also occur as a result of a worker's interaction style with a coworker, or as a result of
ethics and principles. When workers work together, conflict is unavoidable or natural; the
question is how to resolve the conflict in a win-win situation. It has been demonstrated that the
majority of separations occur as a result of conflict over communication style and personalities,
and that these separations occur when conflicts are handled ineffectively (Chaudhry and et al.,
2013). Integration of all stakeholders' interests will go a long way toward decreasing
organizational conflict and improving employee performance.

Agwu (2013) confirmed this by proving that there is a substantial relationship between conflict
management strategies and employee performance. Furthermore, Olu (2008) discovered that
successful conflict management improves employee performance in an organization and that the

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conflict management system of the organization influences employee performance in the
organization.

2.4 Employees Performance

Performance encompasses both what must be done and how it can be accomplished.
Organizational performance can be assessed in a variety of methods. According to Coulter
(2006), employee performance is defined as the total or aggregate output of an employee's
activities and actions in a company. She goes on to say that employee performance can be
divided into three categories: poor performance, moderate performance, and high performance.
She agrees that in an organization, employee performance is typically measured using attributes
such as effectiveness, efficiency, quality, innovation, creativity, commitments, satisfaction,
cohesiveness, flexibility, customer relations, communication patterns, and employee efforts
toward an organization's goals.

However, the most common one used in many organizations is evaluating actual performance
against anticipated results, which are financial results (profitability) or productivity (Armstrong,
2009). Many organizations recognize that their key sources of competitive advantage are their
employees, and thus employees contribute to the organization's success. According to Hayward
(2005), employee performance has a substantial impact on organizational objective achievement.
Managing employee performance is essential for achieving organizational objectives.

Assessing an employee's capability and measuring his or her productivity is critical in the
organization's general strategy. When organizations fail to measure their employees' potential
and ability to execute the assigned tasks, it is difficult to improve the organization's production
level. Because employee performance is directly related to corporate productivity and success, it
is critical to measure employee performance because each employee produces results that
primarily constitute the correlation between the quality of production and employee dedication at
work (Sarmad et al., 2011).

2.5 The Effects of Employees Relations on Employee Performance

Good employee relations foster a pleasant environment for workers, which can boost motivation.
Increased employee morale can contribute to improved worker performance. Organizations that
engage in employee relations programs may see an increase in performance, which leads to an
increase in profit for the company (Kelchner, 2017). According to (Sequeira and Dhriti, 2015)
research, employee relations practices in the organization had a direct impact on the performance
of workers in the organization. Employees who are more satisfied with the current organizational
practices are more productive and resistant to changing the current structure.

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 CHAPTER THREE

METHODOLOGY OF THE STUDY

3.1 Study area

The research was carried out at the Sarbet branch of the Commercial Bank of Ethiopia, which is
located in the nifas selk lafto woreda.

3.2 Materials (Data)

The study was conducted at the Sarbet branch of the Commercial Bank of Ethiopia to assess the
state of employee-employer relationships and their impact on job performance. Both primary and
secondary data were used in the subject study. Primary data were gathered from employees using
a questioner data collection system, while secondary data were gathered from both published and
unpublished materials and journals on the subject. Both sources will assist in obtaining the
majority of the necessary and reliable information about the state of employee and employer
relations in the enterprise.

3.3 Data Source

Both primary and secondary types of data sources will be used for the study. Questionnaires are
the main method used to gather data. The survey will be given out to the staff at the Commercial
Bank of Ethiopia's Sarbet branch, and secondary data will come from the internet, books, and
other specialized journals.

3.4 Methods of Data collection

Both primary and secondary data will be used in the study at the same time to gather information
for the investigation of the issue. Employees of the Sarbet branch of the Commercial Bank of
Ethiopia make up the study population. Employees will be surveyed and interviewed to gather
the primary data sources. The unpublished and published materials that are available within the
enterprise and from other sources will be used to extract the secondary source of data.

On the basis of inquiries into the various facets of the study's topic, questionnaires are suggested.
When a study is very broad and direct observation is impossible due to the limitations listed
under the study's scope, questionnaires are used. In order to gather more accurate and detailed
information about the issues being studied, questionnaires are also used.

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The questionnaires contain both open-ended and closed-ended questions. For closed-ended
questions, respondents will be asked to choose their own answer from a list of available options,
while for open-ended questions; respondents will be asked to offer their own opinions.

Since unstructured or self-administrative interviews, make sure to ask the subject what they think
about the relationship between the employee, employer, and management. Furthermore, it will
aid in the study's ability to draw a more accurate picture of the respondent's actual perspective on
the organization's employee employer relationship management system.

3.5 Method of sampling /sample Design

The plan calls for a sample size of 40 to be taken from an estimated population size of 70, out of
which 40 will be chosen at random, in order to collect the primary data through questionnaires.

3.6 Method of Data Processing and Analysis

Data (information) will be gathered, grouped, and then analyzed. Tables will be used for the
analysis because they are more convenient. The development of relationships between various
variables (factors) will receive the most emphasis. These will be carried out on a yearly basis and
numerically with the aid of a calculator.

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