Table of Contents
Abstract. 2
CHAPTER ONE.. 5
INTRODUCTION.. 5
1.1 Background to the Study. 5
1.2 Statement of the Problem... 6
1.3 Objectives of the Study. 8
1.4 Research Questions. 8
1.5 Research Hypothesis. 8
1.6 Significance of the Study. 9
1.7 Scope of the Study. 9
1.8 Limitations of the Study. 10
1.9 Organization of the Study. 10
CHAPTER TWO.. 13
REVIEW OF RELATED LITERATURE.. 13
2.1 Introduction.. 13
2.2 Theoretical Review.. 13
2.3 Conceptual Review.. 15
2.3.1 Overview.. 15
2.3.2 Importance of Social Skills in the Workplace. 16
2.3.3. Enhanced Collaboration and Teamwork.. 16
2.3.4 Conflict Resolution and Negotiation.. 16
2.3.5 Customer Relations and Service Excellence. 17
2.3.6 Leadership and Influence. 17
2.3.7 Emotional Intelligence and Adaptability. 17
2.3.8 Organizational Culture and Climate. 17
2.3.9 Training and Development Initiatives. 18
2.3.10 Measurement and Assessment. 18
2.4 Empirical Review.. 18
2.5 Summary of Literature Review.. 21
CHAPTER THREE.. 22
RESEARCH METHODOLOGY.. 22
INTRODUCTION.. 22
RESEARCH DESIGN.. 22
AREA OF STUDY.. 22
POPULATION AND SAMPLE.. 23
DATA COLLECTION METHODS.. 23
DATA ANALYSIS TECHNIQUES.. 23
CONCLUSION.. 24
CHAPTER FOUR.. 25
DATA ANALYSIS AND INTERPRETATION.. 25
4.1 Preamble. 25
4.2 Socio-Demographic Characteristics of Respondents. 25
TABLES BASED ON RESEARCH QUESTIONS.. 29
4.3 Analysis of the Respondents’ Views on Research Question one:. 29
4.4 Testing Hypothesis. 38
4.5 Discussion of Findings. 40
CHAPTER FIVE.. 43
SUMMARY CONCLUSION AND RECOMMENDATION.. 43
5.1 SUMMARY.. 43
5.2 CONCLUSION:. 44
5.3 RECOMMENDATIONS.. 46
REFERENCES.. 48
APPENDIX.. 50
Research Questionnaire: Social Skills and Employee Performance at Chicken Republic Uyo 50
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
In today's dynamic and interconnected work environments, the significance of social skills in determining employee performance cannot be overstated. Social skills encompass a range of interpersonal abilities, including communication, empathy, teamwork, and conflict resolution, which are essential for fostering productive relationships and achieving organizational goals. Research consistently demonstrates that employees who possess strong social skills tend to excel in their roles, contributing positively to team dynamics, customer satisfaction, and overall organizational success (Jones & George, 2020). As such, understanding the intricate relationship between social skills and employee performance is paramount for organizations striving to cultivate a high-performing workforce.
Effective communication lies at the heart of social skills and is pivotal for fostering collaboration, conveying ideas, and resolving conflicts in the workplace. Employees adept at articulating their thoughts, actively listening to others, and adapting their communication style to diverse audiences are better equipped to navigate complex work environments (Wegge et al., 2018). Moreover, research suggests that proficient communicators are more likely to build rapport with colleagues and clients, enhancing team cohesion and customer satisfaction levels (Barrick et al., 2021). By honing their communication skills, employees can not only convey information effectively but also inspire trust and credibility, which are foundational to achieving individual and organizational objectives.
Beyond communication, social skills encompass the ability to collaborate seamlessly within teams, leveraging each member's strengths to achieve collective goals. Teamwork fosters synergy, creativity, and innovation, as individuals pool their expertise to tackle challenges and capitalize on opportunities (West et al., 2019). Employees who excel in collaborative settings demonstrate openness to diverse perspectives, respect for others' contributions, and a willingness to share knowledge and resources for mutual benefit (Grant, 2018). Consequently, organizations that prioritize teamwork as a core value not only foster a supportive work culture but also witness heightened productivity and performance among employees (Salas et al., 2020). Understanding the pivotal role of teamwork in driving employee performance underscores the importance of cultivating social skills within the workforce.Top of Form
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1.2 Statement of the Problem
In today's dynamic and interconnected work environments, social skills play a pivotal role in determining employee performance and overall organizational success. Employees who possess strong social skills demonstrate the ability to effectively communicate, collaborate, and build positive relationships with colleagues, clients, and stakeholders. However, the absence or deficiency of these skills can impede productivity, hinder teamwork, and lead to interpersonal conflicts, ultimately impacting employee morale and organizational outcomes. Therefore, understanding the correlation between social skills and employee performance is essential for employers and HR professionals to implement targeted training programs, foster a supportive workplace culture, and maximize employee potential.
Research suggests that individuals with well-developed social skills are better equipped to navigate complex social dynamics within the workplace, leading to improved job satisfaction, higher levels of engagement, and enhanced performance outcomes (Zahra, 2018). Additionally, studies have indicated a positive association between social skills training interventions and various aspects of employee performance, including job performance ratings, customer satisfaction, and team effectiveness (Jones & Green, 2020). Thus, investigating the intersection of social skills development and employee performance offers valuable insights into optimizing organizational effectiveness and cultivating a thriving workforce.Top of Form
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1.3 Objectives of the Study
The main objective of the study is to examine Social Skills and Employee Performance. Specific objectives of the study are:
- 1. To identify the specific social skills that contribute most to employee performance in different job roles.
- 2. To investigate the impact of social skills training on employee performance and career advancement.
- To explore the relationship between social skills, emotional intelligence, and employee performance.
1.4 Research Questions
To guide the study and achieve the objectives of the study, the following research questions were formulated:
- How do the relative importance of social skills vary across different job categories?
- Does participation in social skills training programs lead to a measurable improvement in employee performance evaluations?
- Is there a correlation between emotional intelligence (EQ) and social skills in the workplace?
1.5 Research Hypothesis
The following research hypothesis was developed and tested for the study:
Ho: There is no statistical significant relationship between Social Skills and Employee Performance.
1.6 Significance of the Study
The study is important for many reasons. The following are the major stakeholders this paper through its practical and theoretical implications and findings will be of great significance:
Firstly, the paper will benefit major stakeholders and policy makers in the Business sector. The various analysis, findings and discussions outlined in this paper will serve as a guide in enabling major positive changes in the industry and sub-sectors.
Secondly, the paper is also beneficial to the organizations used for the research. Since first hand data was gotten and analysed from the organization, they stand a chance to benefit directly from the findings of the study in respect to their various organizations. These findings will fast track growth and enable productivity in the organisations used as a case study.
Finally, the paper will serve as a guide to other researchers willing to research further into the subject matter. Through the conclusions, limitations and gaps identified in the subject matter, other student and independent researchers can have a well laid foundation to conduct further studies.
1.7 Scope of the Study
The study is delimited to Chicken Republic Uyo. Findings and recommendations from the study reflects the views and opinions of respondents sampled in the area. It may not reflect the entire picture in the population.
1.8 Limitations of the Study
The major limitations of the research study are time, financial constraints and delays from respondents. The researcher had difficulties combining lectures with field work. Financial constraints in form of getting adequate funds and sponsors to print questionnaires, hold Focus group discussions and logistics was recorded. Finally, respondents were a bit reluctant in filling questionnaires and submitting them on time. This delayed the project work a bit.
1.9 Organization of the Study
The study is made up of five (5) Chapters. Chapter one of the study gives a general introduction to the subject matter, background to the problem as well as a detailed problem statement of the research. This chapter also sets the objectives of the paper in motion detailing out the significance and scope of the paper.
Chapter Two of the paper entails the review of related literature with regards to corporate governance and integrated reporting. This chapter outlines the conceptual reviews, theoretical reviews and empirical reviews of the study.
Chapter Three centers on the methodologies applied in the study. A more detailed explanation of the research design, population of the study, sample size and technique, data collection method and analysis is discussed in this chapter.
Chapter Four highlights data analysis and interpretation giving the readers a thorough room for the discussion of the practical and theoretical implications of data analyzed in the study.
Chapter Five outlines the findings, conclusions and recommendations of the study. Based on objectives set out, the researcher concludes the paper by answering all research questions set out in the study.
