Communication as a Tool for Enhancing Organizational Performance
CHAPTER ONE
Objectives of the Study
The main research objective is to determine the function of successful communication on organizational performance using GRA as a case. However, the specific objectives of the study are below;
- To examine the communication systems in GRA.
- To measure the performance of employees using GRA appraisal indicators.
- To determine the relationship between effective organisational communication and organisational performance.
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter reviews the literature on the role of effective communication on organizational performance. It discusses issues on effective communication and organizational performance from different perspectives and with the view of giving a theoretical and empirical foundation to the study. It starts with an exposition on Organizational Communication, followed by Communication Channels, Organizational Communication and Organisational performance, Theoretical and Empirical Foundations on Organizational Communication.
The chapter also includes Barriers and Breakdowns in Communication Systems.
Organizational Communication
According to Lindlof and Taylor (2011), ‘organizational communication broadly studies corporate life as constituted through discursive processes such as conflict, teamwork and leadership’. Internal organizational communication facilitates the flow of information among members of the organization. The effective flow of information among employees within an organization is facilitated by a vibrant internal communication system. These systems of communication could be upward, downward, vertical or horizontal which is based on the structure of command within an organization. Apparently, organizational communication tends to exhibit what an organization stands for, the purpose of its existence, who the various clients are, the manner in which their workloads are accomplished and the chain of reporting among members. For instance, the Customs Division of GRA operates with Para-military rules and without effective communication it is difficult for the civilian staff from the former revenue agencies to understand their way of doing things. This is to state that communication in an organization serves as an adhesive that tightens all acts of the organization and it acts as magnifying glass by helping make things clearer.
In a related study by Tubbs and Moss (2008), it is disclosed that there is a correlation between quality communication and total performance within an organization. The absence of effective communication obstructs successful organizational performance. In line of this for instance, members of an organization are able to share relevant work related issues as well as information, which facilitates ideas in creativity and decisionmaking (Robbins et al., 2010). Based on this, both organizational and individual goals and objectives are attained.
Individual in an organization corresponds with colleagues in many ways to allow them accomplish task and also achieve set goals of the organization. When a message is transmitted at a point, members inform each other and they work in agreement to resolve issues and assist themselves to improve upon their tasks. By following the chain of command or the hierarchical structures of an organization, it is seen that superiors conveys task through to the lower ranked; these lower ranked file relays feedback or make suggestions to the supervisors where members in the supervisory group debate on how to accomplish the goals and objective.
Employees irrespective of their positions in an organization may communicate informally on non-work related subject matters. These are noted to be about their individual lives, feelings, interests, beliefs and fantasies.
Furthermore to the afore-mentioned, Madlock and Booth-Butterfield (2008) argued that, anytime there is a close and strong correlation among individuals within an organization, realistically their stances are made known considering the connection and how much value is placed on such relationship. Intentionally or unintentionally, employees endeavor to create and uphold mutual linkages and communication to support themselves satisfactorily.
CHAPTER THREE
METHODOLOGY AND ORGANIZATIONAL PROFILE
Introduction
This chapter focuses on the research design and methodology procedures employed to complete the study. The methodological procedures include data collection, sampling and the analysis of the data collected. The chapter also includes organizational profile of Nigeria Bottling Company.
Research Design
The research design used in this study is descriptive survey, which allows both implicit and explicit hypothesis to be tested. According to Alhassan et al, (2006), descriptive surveys are designed to portray accurately the characteristics of particular individuals, situations or groups. It is used as a needs assessment tool to provide information on which to base sound decisions and to prepare the background for more constructive programme of educational research. It also serves as a foundation for more vigorous and precise investigation. The data gathered in a survey are usually responses to predetermined questions that are asked of respondents.
CHAPTER FOUR
RESULTS AND DISCUSSION
Introduction
In this chapter, the researcher discusses the results obtained from the analysis of the primary data collected. The analysis of results was conducted according to the study objectives and therefore involved four sections. The first three sections involved some quantitative statistical analysis using descriptive, correlation and regression techniques. The fourth section on the other hand involved a qualitative analysis of an interview schedule conducted and the response rate. Following these sections, the results were then discussed to draw out the central themes and how they compare with previous studies.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Introduction
The study was carried out to determine the role of effective communication on organizational performance by focusing on Nigeria Bottling Company. This chapter therefore presents the major findings from the data analysis and the overall conclusions of the study after which recommendations are made.
Summary of Findings
This study determined the role of effective communication on organizational performance using GRA as a case study. Specifically, the study examined the communication systems available in GRA. It also measured the performance of employees at GRA. In addition, it determined the relationship between effective organizational communication and organisational performance. It also identified the channels of communication considered by employees to be the most useful. Finally, barriers and breakdowns in the communication systems of GRA were also identified. Primary data was adopted. A sample of 200 employees of GRA within the Enugu metropolis was selected using purposive sampling. Tables and correlations were adopted in the analysis. The results indicate several communication systems are used. These include both formal and informal channels. Respondents indicated they use face-to-face, telephone, written (memos), email/internet as channels of communication. At other times, grapevines prove necessary channels of communication.
It was also generally evident that employees of GRA perform well. This is because they are able to meet their targets periodically, sensitize taxpayers on their rights and obligations and provide the best customer care. In addition, GRA employees are able to uncover underpayment of taxes by clients as well as maximize voluntary compliance among taxpayers in order to widen the tax net.
Conclusions
This study investigated the role of effective communication on organizational performance using GRA as a case study. Specifically, it examined the communication systems, measured the performance of employees, and identified the most useful channel of communication from the employee point of view, and identified barriers and breakdowns in the communication systems of the organization. Finally, it determined the relationship between effective organizational communication and organisational performance. Primary data was employed and a sample of 200 employees in the Enugu metropolis was purposively selected.
Recommendations
The correlation found between measure of effective communication and organisational performance implies there should be improved efforts at ensuring information provided by management are thorough and understandable. Moreover, other channels of communication such as the use of notice boards can be explored. In addition, email/internet communication must be improved.
The fact that face-to-face is considered a more useful channel of communication provides a unique opportunity for management to involve the grassroots in the formulation of policies as well as in decision-making. This will ensure employees feel valued and also elicit commitment to the implementation of decisions taking in order to achieve set goals and objectives.
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