Project Materials

BUSINESS ADMINISTRATION

COMMUNICATION’S IMPACT ON JOB PERFORMANCE IN PRIVATE ORGANIZATIONS

COMMUNICATION’S IMPACT ON PERFORMANCE IN ONS

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ABSTRACT

Communication is inevitable in any organization when information is conveyed from one person to another through both verbal and nonverbal methods. Uniliver PLC river state, like every other organization, use communication in their everyday operations; in contacts between supervisors and subordinates, as well as among coworkers, despite some hurdles. This y examined the relationship between good communication and organizational success utilizing Uniliver Plc as a case y. Specifically, the y evaluated the communication systems available at Uniliver Plc and assessed staff performance. In addition, the y determined the connection between efficient corporate communication and employee performance. Additionally, it revealed the routes of communication that employees deemed to be the most beneficial. In addition, impediments and breakdowns in the communication networks of Uniliver Plc were observed. Adoption of primary data 200 respondents were selected using a simple random sampling method. In the analysis, the mean correlation coefficients were utilized. Face-to-face, telephone, written memos, email/Internet, and word-of-mouth are the most frequently used communication channels, with face-to-face being the most effective. The majority of Uniliver Plc employees perform admirably. Selective listening, distraction, time constraints, information overload, information distortion, and reasoning. Lastly, correlations between employee performance indicators and several metrics of successful organizational communication are discovered. If communication system bottlenecks are eliminated or maintained to a minimum, employee performance can be boosted further. To improve communication clarity, management and employees must address information distortions caused by omissions and exaggerations in particular.

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FIRST CHAPTER

1.1 Background of the y

All organizations, whether public or private, rely on some type of communication to convey their messages to their target audiences and tell them of their mission and vision. When effective workplace communication is at its peak, employees tend to exaggerate their performance. For example, when information regarding an organization’s policies and procedures is at its highest level of transparency and accuracy, and when the information offered is sufficient, factual, and accompanied by positive feedback (Kacmar et al., 2003; Neves & Eisenberger, 2012).

In the meantime, only large organizations in the modern era have prioritized efficient workplace communication. Some management members believe that communication is the simplest responsibility for everyone to carry out, however research has demonstrated that communication may make or break the survival of an organization. In most organizations, managers delegate this aspect of effective communication to the department, as their attention is primarily directed toward operational operations. The management of uniliver PLC, for instance, are only focused on achieving their goals, oblivious to the fact that the free flow of information and the degree to which employees comprehend this information boosts their motivation to maximize income. Similarly, a significant difficulty arises when managers in an organization consistently feel that they have adequately communicated with their employees simply by informing them of their daily agendas. According to Anchor (2009) and Eisenberger & Stinglhamber (2011), two-way communication has a good effect on employees whose work performance is profitable. They develop a belief regarding their profession that aims to satisfy the socio-emotional. Comparing this to the research conducted by Eisenberger & Stinglhamber (2011) and Rhoades & Eisenberger (2002), employees are able to identify whether or not their organizations are prepared to recognize and reward successful and efficient performance by employees.

Puth (2002) argued that management within an organization has resorted to using a workplace journal or newsletter to communicate with employees, but that key avenues of communication are underutilized. He stated that internal publications may not have any strategic ramifications for an organization’s survival, but that fostering two-way communication is the key to a dominant workforce. Puth (2002) believed that by sharing information with employees and involving them in the policy-making process, an organization’s performance may be considerably enhanced. Nonetheless, this recovers employee satisfaction and productivity across a firm. In some instances, the communication gap between managers and employees makes people feel unreliable, unappreciated, and unworthy of responsibility in their area. It was stated in his ies that the most valuable resources within a company are its people; consequently, it is the role of managers to facilitate two-way flow of information in order to maximize both organization performance and employee output. As a result, communication is vital for all parties involved, as it encompasses the majority of managerial objectives. Ethically, internal communication is required to launch plans for expansion, to combine resources in an efficient and cost-effective manner, and to choose, develop, and evaluate employees of a company. In contrast, communication is required externally to create awareness for management to conduct business with their stakeholders, including suppliers, government agencies, and others. It is the king of mechanical systems that governs the progress of an organization in every aspect in the current day. With this context in mind, the y on the effect of good communication on organizational performance will use a public institution as a case y to determine what is pertinent.

1.2 Problem Statement

According to Harris & Nelson, Employee Interaction is an organization’s most important and vital task (2008). In addition, they stated that an organization’s long-term viability depends on efficient communication among its personnel and that relationships are built on the basis of such communication. Workplaces differ in every way, including their culture, economic growth, and social progress. In this context, some of these businesses have complicated reporting lines that are difficult for employees to follow by, such as conflicting authority and responsibilities, causing certain subordinates to be held more accountable than a superior. Some organizations largely disregard intra-communication tools such as intercoms and memoranda, preventing subordinates from understanding the organization’s vision and mission. In light of the aforementioned issues, the purpose of this y is to assist firms by explicating how efficient communication can boost employee performance.

According to ies, efficient communication assists employees in coordinating their actions and achieving their goals. Furthermore, it is robust in socialization, decision-making, problem-solving, and change-management processes. This again assures that members of an organization or institution are working toward a common objective. The majority of companies continue to seek out the most efficient routes of communication with their constituents while facing obstacles.

In the absence of such a strategy or effective communication channel, there is a tendency to underutilize the knowledge and valuable information of the employees, which might be a crucial input for designing an effective communication strategy to minimize or eliminate apathy in executing their responsibilities. In what manner do these communication gaps impact the work performance of workers and the performance of the organization as a whole? Evidence from the public sector is required to assess the impact of poor communication on personnel and the organization. In order to address this lacuna in the literature, the purpose of this y is to investigate this topic.

1.3 Research Objectives

The primary purpose of this y is to investigate the impact of effective communication on the organizational performance of a sample of Rivers State organizations. Nonetheless, the y has the following precise objectives:

To investigate the communication methods utilized by Uniliver Plc.
Using Uniliver Plc’s appraisal indicators, assess the performance of personnel.
Determine the relationship between organizational communication and employee performance.
From the employee’s perspective, identify the most beneficial communication route.
Identifying impediments and gaps in the Uniliver Plc communication system.
1.4 Questions of Research

The following research questions must be considered in order to achieve the aforementioned objectives.

What communication system does Uniliver Plc have in place?
How effective are the employees at Uniliver Plc?
What is the relationship between good organizational communication and the performance of Uniliver Plc’s employees?
How can communication at Uniliver Plc enhance employee performance?
What are the stumbling blocks and gaps in Uniliver Plc’s communication system?
1.5 of the Investigation

The research will give significant data to the management of Uniliver Plc regarding the effectiveness, credibility, and cost-effectiveness of their communication strategies and practices. The y will provide managers at Uniliver Plc with an understanding of the impact of effective communication and how ineffective communication has negatively impacted employee performance, and it will propose strategies for improving communication in order to boost employee performance in the company.

Additionally, the research would help management ents comprehend the theoretical foundations of effective and communication. It would enable ents to build or manage a business with a strong start.

Academics would benefit from the y since it would provide empirical data on communication systems and channels in public institutions. equently, it would act as a point of reference for future research and also fill a research void.

1.6 Range of the Examine

Due to resource limitations, the y was restricted to the gathering and analysis of data from selected mid- to lower-level employees of Uniliver Plc in the state of River. The y also aimed to determine the amount of internal communication within Uniliver Plc and how communication may be utilized to boost staff morale and performance.

1.7 Structure of the Investigation

There are five chapters in this work. The introductory chapter focuses on the y’s history, issue statement, aims, research questions, significance, scope, and limitations, as well as the y’s structure. The focus of the second chapter’s literature review is on the influence of good communication as an instrument for enhancing employee performance. The third chapter discusses methodological techniques and research design, including data collecting, sampling, and data analysis. The empirical findings of the y are presented and discussed in Chapter 4. The y’s summary, results, and suggestions are presented in the fifth chapter.

COMMUNICATION’S IMPACT ON PERFORMANCE IN ONS

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