Ads: Get Admission into 200 Level and Study any Course in any University of Your Choice. Low Fees | No JAMB UTME. Call 09038456231

Impact of Communication on Employee Performance


Impact of Communication on Employee Performance


Communication is an important component of organizational activities because the global world has become widespread; most organizations need to meet their needs with a lower resource moral through communication.

The purpose of this study was to explore the impact of communication on employee performance in selected companies, Akwa Ibom State. The population under study was 1007 employees who were currently working in those companies.

The study examines the association between communication and employee performance. The sampling technique was stratified random sampling so as to improve on precision and representativeness of the whole population.

Data was collected by the use of questionnaires which were availed to the sample population. The research concluded that communication can enhance employee performance and recommended that strong communication system should be emphasized in the companies.


Acknowledgement                   –        –        –        –        –        –        –        –        i

Abstract       –        –        –        –        –        –        –        –        –        –        ii

Chapter One: Introduction        –        –        –        –        –        –        –        1

Chapter Two: Review of Related Literature –        –        –        –        –        13

Introduction                   –        –        –        –        –        –        –        –        13

Conceptual Framework –        –        –        –        –        –        –        13

Theoretical Framework   –        –        –        –        –        –        –        45

Empirical Framework     –        –        –        –        –        –        –        49

Brief History of the Firms         –        –        –        –        –        –        53

Summary of Review of Related Literature    –        –        –        –        54

Chapter Three: Research Methodology        –        –        –        –        –        56

Chapter Four: Presentation and Analysis of Data   –        –        –        –        61

Chapter Five: Conclusion                  –        –        –        –        –        –        71

References            –        –        –        –        –        –        –        –        –        72

Appendix A                   –        –        –        –        –        –        –        –        77

Appendix B                   –        –        –        –        –        –        –        –        –        78


1.1     Background to the Study

The art and science of human communication have been a source of fascination and interest from ancient times to the present day. Communication with others is such a fundamental aspect of human functioning that it is almost impossible to conceive of life without it. It is through communication and interaction with others that our lives are given meaning.

Communication activities impinge on various ways on all aspects of our lives and we have a seemingly endless appetite for communication and interaction. Being a good communicator is recognised as an essential asset in getting along with other people and having a successful career.

In the world of work, good communication is seen as an essential ingredient of a successful company. This includes both external communications (for example with customers, suppliers, and other agencies) and internal communication (for example between departments or between team members).


Adler, P. G, Risenfield, R. B, and Proctor, J. (1995). Further assessments of Bass’s (1985) conceptualization of transformational and transactional leadership. Journal of Applied Psychology, 80, 468-478. 54

Agnihothri, W. S. and Taylor, R. T. (2011). The effects of transformational leadership on teacher attitudes and student performance in Singapore. Journal of Organizational Behaviour, 319-333.

Akpan, R. A. (2011). Understanding your organization’s character.

Harvard Business Review, 22- 32.

Altinöz, M. (2008). An Overall Approach to the Communication of organizations in Conventional and Virtual Offices. Proceedings of  World Academy of Science, Engineering and Technology. Vol. 31, ISSN 1307-6884.

Anderson, C. M. and Martin, M. M. (1995) „Why Employees Speak to Co- workers and Bosses: Motives, Gender, and Organizational Satisfaction‟ Journal of Business Communication, 32, 249-65.

Axley, C. C. (2000). Autonomy: an important component for nurses’ job satisfaction. International journal of Nurses studies, 38, 349-357.

Axley, L. (1984). Examining the effect of organization culture and leadership behaviours on organizational commitment, job satisfaction and job performance at small and middle firms of Taiwan. Journal of American Academy of Business, 5 (1/2), 432-438.

Barret, A. (2011). A study of the personality of student leaders in the United States. Journal of Abnormal and Social Psychology, 21, 149-160.

Crompton, W. E., Dumdum, U., Lowe, K., & Avolio, B. (1998). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: an update and extension. Transformational and charismatic leadership: the road ahead, 2, 35-66.

D’Aprix, B. (2006). Full leadership development: Building the vital Forces in Organization. Thousand Oaks: Sage Publications Inc.

De Rider, A. B. (2004). Improving organizational effectiveness through transformational leadership. Thousand Oaks: Sage Publications Inc.

Denton, I. Y. (1993).Building commitment through organizational culture. Training and Development journal, 3, 50-2.

Difonzo, T. H., Cohen, D., & Crabtree, B. (1994).Qualitative Research Guidelines Projects. Retrieved September 12, 2012, from Widermind:

Difonzo, T. H..(1996). Motivational Leadership. Executive Excellence, 13 (11), 16-17. 55

Dirks, K. K. and Ferrin N. (2001). Effectiveness correlates of transformational and transactional leadership: a meta-analytic review of the MLQ literature. Leadership Quarterly, 7 (3), 385-425.

Eagly, R., and Johannesen-Schmidt, R. (2001).Leadership Development in Small and Medium-sized Enterprises. Exeter: Centre of Leadership Studies.

Egnan, M. N. (1984). Transformational leadership style and its relationship with satisfaction. Interdisciplinary Journal of Contemporary Research in business, 12, 370- 381.

Eisenberg, B. and Goodall, G. W (1997).Bass and Stogdill’s Handbook of Leadership, Theory, Research and Managerial Applications. New York: the Free Press.

Etim, J. W. (2009). Research design: Qualitative, Quantitative and Mixed Methods Approaches. Thousand Oaks: Sage Publications Inc.

Glover, R. (2001). The leadership experience. Ohio: Thomson South-Western.

Goris, O. F., Vaught, L. G. and Petit, N. (2000). Affective, continuance and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behaviour, 49, 252-276.

Gray, M, F. and Larry L. D. (2005). Transformational leadership and job satisfaction. Nursing Management, 26, 64-65.

Grenier, N. C., and Metes, H. J. (2002).The measurement and antecedent of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1- 18.

Harshman, P. and Harshman, J. (1999).The application of a diagnostic model and surveys in organizational development. Journal of Managerial Psychology, 15 (2), 108-125.

Hellway, M., and Phillips, R. (1982).Contributors to satisfaction with management in hospital wards. Journal of Nursing Management, 2, 225-34.

Inyang, O. T. (2004). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8 (1), 9-32.

Inyang, S. S. (1996). The development of a measure of organizational climate. Johannesburg: University of Witwatersrand.

Johnston, J. I., Chen, P., Spector, P., &Jex, S. (2007). Effects of manipulated job stressors and job attitude on perceived job conditions: A simulation. Washington: American psychology association.

Maude, A. (2007). Discover statistics using SPSS. London: Sage Publications Ltd.

Meyer, T. B.  and Herscovitch, U. R. (2001). Technical report for the MLQ (2nd ed). Redwood: Mind Garden. 53

Mohr, N. A. (2004). Leadership: Research findings, practice and skills. New York: Hougton Mifflin.

Monge, P., Cozzens, P. W. and Contractor, C. K. (2002).Antecedents of job satisfaction and organizational commitment and the mediating role of organizational sub culture. Sydney.

Putmam, Q. W. and Fairhurst, B. (2001).Transformational leadership and organizational culture. Public Administration Quaterly, 17 (1), 112-121.

Quirke, B. D. (1996). The causal order of job satisfaction and organizational commitment in models of employee turnover. Human Resource Management Review, 9 (4), 495-524.

Reddy, J. (1979).Staitical power analysis for the behavioural sciences. New Jersey: Erlbaum.

Richardson, L., and Denton, A. (1996).The role of organizational culture in human resource management. Human Resource Management & Ergonomics, 4, 1-10.

Rogers, N., and Rogers, J. (2006). A three- component conceptualization of organizational commitment: Some methodological considerations. Human Resource Management Review, 1, 61-98.

Scholfelder, S. (1998).Organizational culture and head nurse leadership: the relationship top nurses’ job satisfaction and turnover in hospital settings. Atlanta: George state university.

Schweiger, D., & Deniso, Y. P. (1991). Attracting and remaining talent: Exploring human resources management trends in Australia. Human Resource Development International, 10 (3), 247-262.

Shockley-Zalabak, B. B. (2006). Transformational leadership: Industrial military and educational impact. New Jersey: Lawrence Erlbaum Associates.

Smidts, K., Pruyn, F. R. and Riel, D. (2001). Job satisfaction as perceived by agricultural extension workers in Swaziland. South African Journal of Agricultural Extension, 23 (2), 19-24. 56

Spillam, J., Teemi, G. P., Hanson, O. O. and Judge, T. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leadership. Academy of Management Journal, 46, 554-571.

Trinka, E. L. (2006). Affective attachments to nested groups: a choice process theory. American Sociological Review, 57, 327-339.

von Krogh, B., Benneri, Y. U, Davin, T. T. and Gardner, W. (2000). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16, 315-318.

Walker, J., and Blaine, D. (1991) .Organizational commitment and Job satisfaction. ARPN Journal of Science and Technology, 2 (2), 85-91.

Witherspoon, B. (2007). Promoting more integrative strategies for leadership theory- building. Journal of American Psychology, 25-33.

Yamuguchi, D. (2009). Organizational culture and job satisfaction. Journal of Business and Industrial Marketing, 18, 219-236.

Young, D., and Post, J. M. (1993).Fundamentals of organizational behaviour. Mason: Thomson South-Western.

Yukl, G. and Falbe, O. M (1992).Toward a behavioural theory of leadership. Organizational behaviour and human performance, 6, 414-440.

CSN Team

Enter your email address:

Delivered by TMLT NIGERIA

Join Over 3,500 000+ Readers Online Now!



COPYRIGHT WARNING! Contents on this website may not be republished, reproduced, redistributed either in whole or in part without due permission or acknowledgement. All contents are protected by DMCA.
The content on this site is posted with good intentions. If you own this content & believe your copyright was violated or infringed, make sure you contact us at [[email protected]] to file a complaint and actions will be taken immediately.

Tags: , ,

Comments are closed.