IMPACT OF COMMUNICATION ON JOB PERFORMANCE IN PRIVATE ORGANIZATIONS
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IMPACT OF COMMUNICATION ON JOB PERFORMANCE IN PRIVATE ORGANIZATIONS
Chapter one
INTRODUCTION
1.1 Background of the Study
All organisations, both public and private, rely on some type of communication to convey messages to their target audience or to enlighten them about their entity’s goal and vision. Employees tend to overestimate their performance at work when good communication is at its peak.
For example, when information regarding an organization’s rules and procedures is at its most transparent and accurate, as well as when the information offered is adequate, factual, and has positive feedback (Kacmar et al., 2003; Neves & Eisenberger, 2012).
Meanwhile, only large modern-day organisations have emphasised the importance of efficient workplace communication. Some management members believe that communication is the simplest responsibility for everyone to complete, however research has proven that communication may make or break an organisation’s survival.
In most organisations, managers generally delegate the responsibility for effective communication to the human resources department because their primary focus is on operational tasks.
In uniliver PLC, for example, management are solely concerned with meeting targets, ignoring the fact that the open flow of information and how well employees grasp this information dissemination boosts morale and motivates them to work harder to maximise income.
Similarly, there is a major issue when managers within an organisation believe that simply informing their employees on their daily schedules is sufficient communication. According to Anchor (2009) and Eisenberger & Stinglhamber (2011), two-way communication benefits workers who perform profitably at work.
They construct some kind of belief about their profession that aims to satisfy the socio-emotional. According to Eisenberger & Stinglhamber (2011) and Rhoades & Eisenberger (2002), employees can determine whether their organisations are willing to praise and reward good and efficient worker performance.
Puth (2002) believes that while management in an organisation has resorted to using workplace journals or publications to communicate with employees, main associated channels of communication are not being used successfully.
He claimed that in-house publications may not have any strategic bearings to sustain a business rather, boosting two-way communication does the delight to dominate personnel.
According to Puth (2002), sharing information with employees and including them in policy making can greatly increase organisational performance.
However, this improves overall employee satisfaction and productivity in an organisation. In some circumstances, the communication gap between managers and employees causes them to feel untrustworthy, disrespected, or valued for being responsible in their sector of work.
According to his research, the most valuable resources within an organisation are its people; thus, managers must foster a two-way flow of information in order to optimise both organisational performance and employee productivity. This makes communication critical for all stakeholders because it serves most managerial functions.
Ethically, internal communication is required to launch expansion plans; to consolidate resources in an efficient and cost-effective manner; and to choose, foster, and appraise personnel of an organisation.
External communication, on the other hand, is required to raise awareness for management to conduct business with their stakeholders, which include suppliers, government agencies, and many more.
The essence of communication is critical and cannot be overlooked; it is the king of mechanical systems that determines the progress of an organisation in all aspects in this modern day.
Against this backdrop, the study on effective communication on organisational performance is designed to determine what is relevant on the ground, using a public institution as an example.
1.2 Statement of Problem
According to Harris and Nelson (2008), employee interaction is a critical and important endeavour in organisations. They went on to say that effective communication among employees is critical to an organization’s sustainability, and that successful communication fosters relationship development. Working environments vary in many ways, including culture, economic and social growth.
In this setting, some of these organisations have burdensome reporting lines that are difficult for employees to follow, such as conflicting authority and obligations, which cause certain subordinates to become more accountable than their superiors.
Some organisations overlook intra-communication capabilities such as intercoms and memoranda, depriving subordinates of knowledge about the organization’s vision and objective.
Given the issues raised above, the study aims to help organisations by elaborating on how effective communication can increase employee performance.
According to studies, efficient communication allows employees to coordinate efforts and achieve goals. It is also quite active in socialisation, decision-making, issue resolution, and change management activities.
This guarantees that all members of an organisation or institution are working towards the same objective and aim. Most organisations have obstacles and continue to seek the most effective methods for interacting with their constituents.
In the absence of such a strategy or an efficient communication channel, employees’ knowledge and valuable information are underutilised, which might be a significant input for developing an effective communication strategy to minimise or eliminate apathy in executing their responsibilities.
To what extent can communication barriers effect employee and organisational performance? The impact of inadequate communication on personnel and organisations requires empirical proof from the public sector. For this reason, our study aims to fill a gap in the literature.
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