The Impact of Communication on Job Performance in Private Organizations (A Survey of Selected Firms in Rivers State)
Chapter One
Objectives of the Study
The main research objective is to determine the function of successful communication on organizational performance using selected firms in Rivers State as a case. However, the specific objectives of the study are below;
- To examine the communication systems in Unilever Plc.
- To measure the performance of employees using Unilever Plc appraisal indicators.
- To determine the relationship between effective organizational communication and employee performance.
- To identify the most useful channel of communication from an employee’s point of view.
- To identify barriers and breakdowns in the communication system of Unilever Plc.
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter reviews the literature on the role of effective communication on organizational performance.
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 Uniliver Plc 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 decision- making (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.
With the new age practices of managing organizations, management controls the members in an unofficial way. Employees execute their roles within the workplace as family because they communicate in an understandable manner. Robbins et al. (2010), noted that communication in such an organization takes distinctive bearing from an organization with a formal style of management.
CHAPTER THREE
METHODOLOGY
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.
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.
Also, case study design was used. Case studies are investigations of an individual, group, institution or other social unit. In other words, case studies mostly involve the observation of individual units e.g. a student, worker, a group, a community, an event or an entire culture. The quantitative analysis was used to present the findings. This study chose a case study of Uniliver Plc.
A Qualitative approach was used to gauge and confirm the participants’ feeling on the effectiveness of the level of communication in within Uniliver Plc and the responses were measured using the Likert scale. This method generates numerical data that can be converted into numbers for a statistical review (Saunders et al, 2007). Quantitative data is most often collected in the form of questionnaire or survey. They will rely on the development of questions as well as scales that are used to measure feelings, satisfaction and other important factors on a numerical level.
Population of the study
A study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitute of individuals or elements that are homogeneous in description (Prince Udoyen: 2019). The population targeted for this study consists of all the staff in the Uniliver PLC river state. The staff of these branches is in a total of about 395 out of which about 70% are male and about 30% are female.
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.
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 Uniliver Plc. 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 Uniliver Plc as a case study. Specifically, the study examined the communication systems available in Uniliver Plc. It also measured the performance of employees at Uniliver Plc. In addition, it determined the relationship between effective organizational communication and employee 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 Uniliver Plc were also identified. Primary data was adopted. A sample of 200 employees of Uniliver Plc within the River State 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 Uniliver Plc perform well. Moreover, it can be generally inferred from the results that different indicators of employee performance correlate with different measures of effective communication.
Also, even though employees frequently use face-to-face, telephone, written (memos), emails/internet and sometimes grapevines as channels of communication, they consider face-to-face as the most useful channel of communication.
Finally the study identified selective listening, distraction, time pressure, and communication overload as barriers and breakdowns in the communication systems of Uniliver Plc. Others include information distortion, rationalization and prejudice. Information distortion is indicated by employees as the greatest barrier and breakdown in communication systems in Uniliver Plc.
Conclusions
This study investigated the role of effective communication on organizational performance using Uniliver Plc 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 employee performance. Primary data was employed and a sample of 200 employees in the River State was purposively selected.
From the results, the communication systems frequently used include face-to-face, telephone, written memos, email/internet and grapevines, with the most useful channel of communication being face-to-face. Uniliver Plc employees also largely perform well. Selective learning, distraction, time pressure, communication overload, information distortion, rationalization, and prejudice are identified as barriers and breakdowns in communication systems. Finally, various employees’ performance indicators are found to correlate with varying measures of effective organizational communication. The results proved the significance of communicating with consistency, concreteness and completeness on the performance of employees in Uniliver Plc.
Recommendations
The correlation found between measure of effective communication and employee 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.
Employee performance can be further enhanced if bottlenecks in the communication systems are either removed or kept at their least. Particularly, information distortions caused by omissions and exaggerations must be addressed by both management and employees. There should be fewer distractions during communications in order to reduce or remove selective learning. Added to this, management must avoid communication overload because it reduces clarity in communication. Even though open and candid communication is encouraged, it is recommended that such communications come with courtesy and consideration, and without malice or prejudice.
Timely delivery of information will also reduce time pressure on employees which more often than not reduce efficiency, effectiveness, productivity, and output. When information is delivered on time, it gives room for clarity to be sought to ensure concreteness and correctness.
Finally, feedback must be encouraged. Information flow should not only be downward but must be upwards too. This will result in understanding, compatibility, display of positive behaviours, smoothness of communication, produce positive outcomes, elicit positive non-verbal communication, and ensure employees adapt to messages communicated.
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