EFFECTIVE COMMUNICATION AS A TOOLS FOR DETERMINING EMPLOYEE’S JOB PERFORMANCE
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EFFECTIVE COMMUNICATION AS A TOOLS FOR DETERMINING EMPLOYEE’S JOB PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Research Project.
Leadership is an important aspect in the management process since it involves influencing the behaviour of others in order to achieve an organization’s purpose or goals. Communication is the means by which a task and the resources required to complete an assignment are transmitted.
Research has shown that 232 technical employees of a research organisation spent 61% of their hour work day in these activities: speaking and listening – 35%, writing – 16 and reading – 10%, which is not less in today’s environment (Rogers and Roethlisherger 1952).
Indeed, human resources remain an organization’s most valuable asset, and they must be well-informed, trained, and motivated in order to make the most use of all other resources. When a human being is well-informed, trained, and motivated, he can achieve greater output.
The success of any productivity or job performance programme is dependent on human innovation. Management must look more closely at the human component and analyse what it takes to maximise human endeavour towards maximum productivity or job performance improvement (Soul, 1963).
Obviously, good productivity or job performance is dependent on workforce effectiveness; managers must actively seek new ways of communicating, making decisions, innovating, and producing leadership in order to attain more productivity.
A corporation may compete with its competitors for a long time if it has its people on its side and incentives, pay, training programmes, improved working conditions, and the like. (Bamkole, 2000).
The most important aspect of management is how to deal with its employees rather than the machines. This is typically the most hardest to deal with, not because the people are tough, but because natural differences in point of view keep management and employees apart.
As a result, there has been a renewed emphasis on the importance of communication in relation to employee job performance in management. The relationship of communication to management provides a balanced view of the role that information plays in fostering positive relationships within an organisation.
One component of communication is the equipment or method that can be used to facilitate the effective interchange of information required for company operations and the transportation of ideas and information.
The rise in the volume of information required for high job performance that may be sent makes it desirable to use natural communication tools and opportunities available in people’s day-to-day interactions at work to keep them fully informed (Osiegbu 1998).
Effective communication involves a translation of ideas or directions, command or guide into oral or written words or actions on the part of the communicator in a manner that will transfer the ideas from the communicator’s mind to the mind of the receiver, with the aim that the latter will react in the manner as envisaged by the former.
(Akiyemi, 1981) is essential in an organisation to raise the level of understanding among various people and harmonise their efforts to achieve organisational goals.
This maximises the amount of work put into the production process and is used to teach staff in order to improve their effectiveness and efficiency. Strained employee-employer relationships emerge from a lack of understanding and poor communication.
Workers must feel free and comfortable offering new recommendations, clearing any misunderstandings about themselves and their work, and asking questions to help them grasp a procedure, an induction, or other job expectations.
Freedom of expression is one of the most important growing employee rights since it is central to communication efforts and has the potential to fundamentally affect workplace interactions.
Essentially, the importance of excellent communication in improving job performance in organisations cannot be overstated (Bernard 1938).
To summarise, communication is a critical collection of information on which each business organisation relies heavily for existence, continuity, advancement, and success.
1.2 Statement of the Research Problem
Increasing employee productive effectiveness entails reacting to employees’ needs and desires by allowing them to participate or take part in the planning of their job. Building opportunities for growth into their jobs, dealing with people worth time, consideration, respect, significance, and recognition, fostering teamwork and group pricing;
developing work-oriented employees and employers who are interested in doing their daily work well, establishing appropriate work measures and goals, and so on; however, workers who express dissatisfaction or conflict with their employers cannot be fired (Saul, 1963).
Communication is a collection of information exchange actions that entails keeping people informed about their jobs and environments, the quality of their work, and the company’s stability.
Implementing and maintaining successful employer-employee communication inside the organisation requires an organisational delivery system that communicates appropriate work rules,
responsibilities, policies, practices, and procedures, shared values, and supports a healthy organisational culture. Thus, employee handbooks, training and orientation sessions and programmes, policy manuals, staff forums, posted rules,
verbal exchange, collective agreement, managerial behaviours, and so on are examples of implicit and explicit media that organisations should re-examine, potentially improve, and receive for organisational effectiveness (Paul and Kenneth, 1997).
1.3 Objectives of the Research Study
This study aims to demonstrate the importance of effective communication in determining and improving staff productivity or job performance in an organisation.
Similarly, it will demonstrate the need of management being interested in good organisational delivery mechanisms for conveying employee rights and obligations, corporate work standards and practices, and disciplinary procedures.
Finally, it will examine and analyse the scope of employee responsibilities, communication in the workplace, and how an organisation transmits information via its medium to accomplish performance.
1.4 Significance of the Research Study
The study would allow the organisation to correct the misconception that once a person is engaged or employed, he has a working knowledge of the organisation and can achieve high performance. He would need to be adequately trained and informed on his rights, responsibilities, and disciplinary procedures.
This would improve his performance at work. This study will address the relationship gap that exists between employees in an organisation; safety regulations and standards at work will be adequately maintained if described effectively.
1.5 Limitations of the Research Study
This study is limited to Crusader Insurance (Nigeria) Plc’s head office personnel (management, senior, and junior staff). Nonetheless, the corporation has locations across the country [Nigeria], including Ibadan, Owerri, Benin, Kaduna, Kano, Abuja, and Port Harcourt [Imoisili 1996].
1.6 Definition of Terms
1.6.1 LEADERSHIP
Is the status or position of being a leader. It is the ability to lead, or the attributes that a successful leader should possess. A leader’s charisma refers to a person’s ability to influence, guide, manage, and organise people.
It is an important aspect in the management process that influences the behaviour of others in order to attain organisational purpose or goals [sawyer, 1981].
1.6.2 Communication
Is the process by which subordinates learn about the task and resources required to complete an assignment, as well as the roles and responsibilities and expected outcomes.
It is the transmission of information—a message—from one person to another [Bernard, 1938]. Communication refers to the act of transmitting ideas and making oneself understood by others. It is the act of causing others to interpret a concept in the manner intended by the speaker or writer [Akinyemi, 1981].
1.6.3 Effective Communication
Involves the communicator translating ideas or directions, commands or guides, into oral or written words or actions in such a way that the ideas are transferred from the communicator’s mind to the receiver’s mind, with the goal of the receiver reacting in the manner intended by the communicator [Akinyemi, 1981].
Effective communication is the transmission of a message followed by feedback from the recipient to the sender indicating comprehension of the message [Bernard, 1938].
1.6.4 MANAGEMENT
Is the accomplishment of organisational goals through leadership. It refers to the process of planning, organising, motivating, and regulating organisational resources in order to achieve specific goals.
It is the effective use of an organization’s resources, including its people, machines, raw materials, and technology, to fulfil organisational goals [Paul and Kenneth, 1997].Human resource management is critical to an organization’s growth and survival [Bankola, 2000].
1.6.5 ORGANISATION
Is a group of people who create a business or club together to achieve a common goal. It is the organised gathering of people who share similar goals and objectives in order to attain a common goal (Paul and Kenneth, 1997).
1.6.6 Personnel Management.
Is the branch of management that focuses on the management of employees at work. It includes the full spectrum of an employee’s life at work, right from the point of entry to the point of last existence (Bankole, 2000).
1.6.7 Motivation
This includes the inner drives that motivate people to take action. It is what motivates an individual to engage in a desired action. Increased motivation can serve as a goal for which people will strive if they observe that higher effort results in increased income and if they want the increased pay (Bankole, 2000).
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