IMP ACT OF COMMUNICATION ON THE PERFORMANCE OF …

IMP ACT OF COMMUNICATION ON THE PERFORMANCE OF EMPLOYEES' IN YUMBE DISTRICT HEADQUARTERS

BY:

KANABABITA NICHOLAS BHR/4368/31/DU

A RESEARCH REPORT SUBMITTED TO THE SCHOOL OF BUSINESS AND MANAGEMENT IN THE PARTIAL

FULFILLMENT FOR THE AWARD OF A BACHELORS DEGREE OF HUMAN

RESOURCE MANAGEMENT OF KAMPALA INTERNATIONAL

UNIVERSITY

2008

DECLARATION

I, Kanabahita Nicholas do declare that this work is my own innovation and has not been

presented by any other person here in Kampala International University or any other

institution of higher learning for the award of a certificate, diploma or degree.

. 0,-:::ss:: -_ ' Signature: ------ ~·=---- Date: f O (Jr,) ;:)..ere:{$ _______ _ __ ..... I

KANABAHITA NICHOLAS

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APPROVAL

This research report is hereby approved and forwarded for examination with my consent

and under my supervision.

Signature --------- Date -- / 0 / J 6f }LO ~ ---------------Mr. Omacar Samuel (supervisor)

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~-~ -· -----~--~~~

DEDICATION

This work is dedicated to my parents; Rev. Edward Kanabahita and Mrs. Catherine

Kanabahita whom through their tender care, love and moral support is this book. For this

reason therefore they deserve lofty appreciation. Thank you for the choice you made to

place aside other needs in life and looking forward to education first as a pertinent

strategy of enriching my future. Without you, this would not have been possible.

I would like also to dedicate this work to my most high God creator for his wisdom and

knowledge provided to me throughout my studies. I thank you Lord for the gift of life

and your favor, that I have achieved this degree. I will also always glorify your name.

I also dedicate this same work to my lovely brothers; Michael, Edgar and Stanley; and

my sisters: Florence, Flavia, Fridah, Stella, and Elizabeth who at the times of financial

shortage offered the little they had. This helped me to complete the study in time.

I thank you all my parents, sisters and all my brothers for your sincere help and tolerance.

May the almighty God bless you richly.

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ACKNOWLEDGEMENTS

In any project that has taken four months from its inception, there are bound to be a good

number of people who have given a hand either directly or otherwise in its successful

completion. Therefore, the researcher finds it very pertinent to acknowledge their efforts.

On that note, I wish to express my sincere gratitude and thanks to Mr. Omacar Samuel

(my supervisor) for his tireless help and patience in reading several of my drafts that

seemed to be incomplete and required his guidance and direction.

I equally acknowledge my colleagues and the staff school of Business and Management

of Kampala International University who earlier on commented on this book. They also

volunteered worthy ideas and suggestions that have helped this book to get to its present

state and form.

My sincere gratitude also goes to the administrators of Y umbe district headquarters for

their cooperation and for allowing me access to penetrate into different areas of their

control and jurisdiction to get information that has made this study come successfully to

completion.

There are indeed many scholars that are acknowledged through reference in the text. I am

grateful for their unavoidable resourceful ideas which have been integrated in this book.

There are may be other scholars' ideas I might have used without reference. This was not

intentional.

Finally, my relatives in Kampala who have helped enormously in the production of this

book by the way they compromised their comfo1i I used to give them to allow me stay in

other areas at the time of data collection.

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DECLARATION .......................................................................... o••·····i

APPROVAL ···············································································•oooo••·ii DECLARATION .......................................................................... o ••••• iii ACKNOWLEDGMENT ....•••••..•....••.•.••.. ~ •.•.....•.••......•.•••...•.••••.....•••••••• iv TABLE OF CONTENTS ...•..•...••...••.••••....•••.....•••••......•.••.•....•.••••.......•. v

ABSTRACT ••••...•.••••.•..••••••..•.•..••..•••.•..•••...•.•••.•.•••••••.....•.•••.•...•••••.••• vii CHAPTER ONE .................................................................................. 1 INTRODUCTION ...•.••••••.••••••••••..••••.•••...••.•.•...••.••••...••.•...•••.•.•....••.•••••. 1 1.1 Background of the study ................................................................ 1 1.2 Statement of the problem .............................................................. 2 1.3 Purpose of the study ...................................................................... 3 1.4 Specific objectives of the study ...................................................... 3 1.5 Research questions ........................................................................ 3 1.6 Scope of the study ........................................................................ 3 1. 7 Significance of the study ............................................................... 4 1.8 Conceptual framework ................................................................... 5 CHAPTER TW0 .................................................................................. 6 2.0 INTRODUCTION •••••..••••••••••.•••••..•••.•...••••..•••••••.•.•••••.••••..••••.•.•••••• 6 2.1 Definition of concepts ·••.•················ .. ··················· ......................... 6 2.2 Relationship between communication and performance .................. 6 2.3 Review of related literature ............................................................ 7 2.3.1 The effects of communication ..................................................... 7 2.3.2 Forms of communication ............................................................ 8 CHAPTER THREE ............................................................................. 4 3.0 INTRODUCTION •••••.•••••.•••••.•••••..••••.•.•••••...••••••..•••••. ·····••ooo•• •••••• 14 3.2 Area of the study ......................................................................... 15 3.3 Study population ........................................................................ 15 3.4 Sample design ............................................................................ 15 3.5 Data collection ............................................................................ 15 3. 5. 1 Questionnaire .......................................................................... 15 3.5.2 Interviews ................................................................................ 16 3.5.2 Observation .............................................................................. 16 3.6 Research procedure .................................................................... 17 3.7 Data analysis and presentation ................................................... 17

CHAPTER FOUR ............................................................................. 18 4.0 INTRODUCTION •••••...•••••..•••..••••.••.•••••...••••••••.•••.•••....•••••• o•o••·····l8 4. 1 General findings ........................................................................ 18 4.2 Age distribution .......................................................................... 19 4.3 Demographic analysis ................................................................. 20 4.4 Educational level ....................................................................... 21 4.5 Departmental distribution of respondents .................................... 22 4.6 Employee response on how information system is used in the district headquarters ..................................................................................... 24 4. 7 The response of receiver's duration to the action ........................... 25 4.8 Mode of communication .............................................................. 27 4.8.1 Verbal communication ............................................................. 27 4.8.2 Written communication ........................................................ : ... 27 4.8.3 Employee response to mode of communication .......................... 27 4.9 Duration of feedback ................................................................... 29 4.10 showing how employees understand what is communicated ........ 31 4.11 According to respondent's view of communication and

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Performance ..................................................................................... 32 4.12 Forms of communication ........................................................... 33

CHAPTER FIVE .............................................................................. 36 3.1 in this chapter the findings are summarized, concluded and Possible recommendations ................................................................. 36 5.1 Summary ................................................................................... 36 5.2 Conclusion ................................................................................. 37 5.3 Recommendations ...................................................................... 38 5.4 Area for further study ................................................................. 39 References ....................................................................................... 40 Questionnaires ................................................................................. 4 2

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ABSTRACT

This research was based on investigating the impact of communication on

performance of employees. It was conducted 1n Yumbe District

Headquarters. It covers top administrators and employees as its

respondents.

The objective of the study was to establish the relationship between

communication and performance, effects on communication and

performance and form of communication used in Yumbe district

headquarters.

The researcher used questionnaires, interviews, and observation as the

research instruments. The data collection compromised both primary and

secondary data.

The findings indicated that, communication go hand in hand with

performance. And this is evidenced with a massive performance got from the

findings. It was also realized that poor relationship among staff, domestic

problem, language problem, heavily hinders communication flow in Yumbe

district headquarters.

Some of the recommendations made by the researcher in this report

included encouragement of open-door communication philosophy where an

employee is free to report to superior in case of misfortune. More emphasis

should be put on formal communication than informal communication

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CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Communication comes from the Latin word "comunis", which means common.

Communication is the process of giving information, making emotions or ideas

known to someone.

Large ambitious goals usually require employees to engage into exchange of

ideas, information amongst themselves. So communication has become

important concept in an organization. Effective communications are

intermediary goal towards good, sustainable results. Organizations have been

increasing effort through encouraging feedback, sharing, follow up, planning to

help people to communicate more effectively and to accomplish shared goals

whether colleagues are present or absent.

Through communication team members are able to share knowledge and

experience in the best interest of the team. Also the leaders are able to

articulate potential problems for the success of the organization and take steps

to avoid and overcome difficulties. Communication enables coordination of

activities, sharing of information and respect of values, beliefs and norms of

different groups. Communication gives team members decision-making skills

they need to build and maintain a positive social environment. Only in a

positive social atmosphere can people work at their full capability and achieve

synergy with others.

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1.3 PURPOSE OF THE STUDY

The purpose of the study was to establish the impact of communication on

employee performance in Yumbe District Head Quarters.

1.4 SPECIFIC OBJECTIVES OF THE STUDY

The following were the objectives under which the research was carried out.

• To establish the relationship between communication and performance of

employees in Yumbe district head quarters.

• To examine the effect of communication on performance in Yumbe district

headquarters.

• To establish the various forms of communication are used in Yumbe district

headquarters.

1.5 RESEARCH QUESTIONS

• What is the relationship between effective communication and performance

of employees in Yumbe district head quarters?

• How does communication affect performance in Yum be district

headquarters?

• What forms of communication are used in Yumbe district headquarters?

1.6 SCOPE OF THE STUDY

The study was carried in Northern Uganda in the district of Yumbe in west

Nile. The main focus of the study was to establish the impact of

communication on the performance of employees' in Yumbe district

headquarters, examining the impact of communication on employee

performance.

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1.7 SIGNIFICANCE OF THE STUDY

• This study will be useful in finding out how best the management of Yum be

district can communicate effectively for better performance of their employees

at the district headquarters.

• To provide up to date literatures for academicians and managers in the

department of Human resource Management and finings may be used for

future literature review.

• The study will also be useful to the policy makers of Yumbe district in

providing effective communication system for better performance of employees.

• It is also important because it contributes to the researcher's fulfillment of

the requirement for the award of bachelor's degree in human resource

management.

• It can be used by other researchers, students of Kampala international

university students, lecturers and administrators for further references.

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1.8 CONCEPTUAL FRAMEWORK

Independent

Communication

Positive Impacts

Increase in performance

Sharing of ideas, concept

Coordination of activities

Improve on relationship

Increase commitment

Negative Impacts

• Conflict

• Poor performance

• Lack of trust

• Reduce morale

• Reduce on ability to innovate

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Dependent

Performance

CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION

This chapter is about the ideas and views of other persons in relation to the

topic identified by the researcher. The literature is vital and enables the

researcher to investigate further. The literature was mainly taken from other

secondary sources of data.

2.1 DEFINITION OF CONCEPTS

Vsp Rao, et al (2000) defined communication as the act of influencing and

inducing others to interpret an idea in the manner intended by the speaker or

writer.

Gareth R, et al, (2000) defined communication as the sharing of information

between two or more individuals or groups to reach a common understanding.

2.2 RELATIONSHIP BETWEEN COMMUNICATION AND PERFORMANCE

According to Kerry Thomas (1995), he defined performance as the way in which

an activity is accomplished in a particular level of standards, to which a task is

to be accomplished. It is adapted, carried out, or achieved within the working

environment. The purpose of effective communication is to ensure that

employee grievances, unethical behavior of managers, employee performance

are communicated to the superior if performance is to be maintained and

improved.

Communication ought to be demonstrated in most situations by achieving

certain particular results, or certain levels of performance. Vroom, Porter and

Lawler (1997), the philosophers of expectancy theory argue that the degree of

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effort an individual exerts depend on his or her own perception of the effort

performance. If individuals are not given the data necessary to make the

perceived probability of this linkages communication will suffer. If rewards are

not made clear, if the criteria for determining and measuring performance are

ambiguous, if individuals are not relatively certain with their information it will

lead to unsatisfactory performance, then effort will be reduced, so

communication plays a significant role in determining the level of employee

performance.

2.3 REVIEW OF RELATED LITERATURE

The review of related literature will be done according to the themes of the

objectives set

2.3.1 THE EFFECTS OF COMMUNICATION

Effective communication is necessary for managers to perform his functions.

It's a process by which management functions like planning; organizing,

directing and controlling are accomplished. Management is concerned with

getting things done through others, a task that invariably requires that

managers must communicate with other people. Everything a manager does

involves communication.

Gareth R, et al, (2000) in order for an organization to gain competitive

advantage, managers must strive to increase efficiency, quality, and

responsiveness to customers and innovation. Good communication is an

essential for reaching each of these four goals and this is a necessity for

gaining a competitive advantage.

Gareth R, et al, (2000) Efficiency is increased by updating the production

process to take advantage of new and more different technologies and by

training workers to operate the new technologies and expand their skills.

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Effective communication is necessary for managers to learn about new

technologies, implement them in their organizations and train workers in how

to use them. Similarly improving quality hinges on effective communication.

Gomez Mejjia et al (2000) Good communication can also help to increase

responsiveness to customers. When the organizational members who are close

to customers such as sales in department stores, and tellers in banks, are

empowered to communicate to customers needs and desires to managers, in

turn must communicate with other organizational members to determine how

best to respond to changing customer preferences.

Gareth R, et al, (2000) Innovation, which often takes place in cross-functional

teams, also requires effective communication. Members of a cross functional

team developing a new kind of compact disc player for example must effectively

communicate with each other to develop a disc player that customers will

want, there will be high quality and that can be produced efficiently.

Coordination Gareth R. Jones et al (2000) Communication enables the

organization to coordinate their various departments and that is through giving

direction, instructions on how activities are supposed to be done and when

different organization departments are coordinated performance will be

maintained and improved and wastage will be minimal.

2.3.2 FORMS OF COMMUNICATION

There are different forms of communication used by organizations and they

include downward communication, upward communication, and horizontal

communication, and diagonal communication, verbal and non-verbal

communication.

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Downward Communication;

Gerald Greenberg et al (1997) In downward communication, the message is

sent from high position in the organization to an individual or group lower in

the hierarchy, downward communication frequently occurs between managers

and subordinates and help managers to provide directions, feedback and

critical information which help the subordinates to perform to the expected

level. Through downward communication, managers can carry out employee

performance evaluation, job description, orientation of new employees,

communicate policies, orders, instructions, raise and recognize employees and

all these above in the long run help to improve and maintain performance.

Upward Communication

Gerald Greenberg et al, (1997) in upward communication, a message is sent

from positions lower in the hierarchy to a receiver higher in the hierarchy. It

makes managers know how individuals, team and units of the organization are

performing. When performance deviates from expected standards, managers

can make corrective adjustments. One of the most important components of

upward communication is feedback to managers about employees' feelings

about the organization's policies; organizations are likely to have barriers that

filter information from subordinates before it is received by managers.

Employees should however be made aware of the tendency to punish the

bearer of bad news. It is also considered disloyal for employees to take a

problem "over the head" of the boss to a higher echelon manager. Therefore it

is necessary to design special communication channel that encourage

employees to express their true feeling, unfiltered information.

However in this case, organizations can introduce open communication policy

where every employee is free to enter and present his/her own un-wanting

feeling to the superior so this in a long run helps to improve and maintain

performance. Upward communication include employee grievance, information

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about unethical behavior of managers, seeking clarifications and response to

policies.

Horizontal communication

Ivancivich Matteson et al) (1996) Occurs between sender and receiver at similar

level in the organization. It is likely to take place between team members,

between different teams, between employees in different units, such as when a

safety specialist and quality control inspector discusses proposed changes in

the manufacturing process; horizontal communication is becoming

increasingly important in the organization because it involves collaboration

between employees with different skills and competencies.

Managers and team members need to have ability to give feedback to

subordinates or peers. Feedback may be communicated either horizontally,

(from peer to peer), or vertically (from superior to subordinate). All employees

need feedback to improve on their skills, post feedback lets them know how

they are progressing towards their goals and is used to strengthen behavior

that is already learnt. Negative feedback tells employees which behavior needs

to be modified so that performance is maintained and improved.

Diagonal communication

Balkin et al) (2002) While it is probably the least used channel of

communication in the organization, diagonal communication is important in

situations where members are not communicating effectively through other

means for example, the comptroller of a large organization may wish to conduct

a distribution cost analysis. One part of the task may involve having sales

forces send special report directly to the comptroller rather than going through

traditional channels in the marketing departments. Thus, the flow of

communication would be diagonal as opposed to vertical and horizontal.

Diagonal would be the most efficient in terms of time, and effort for the

organization.

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Verbal communication

This is the transmitting and receiving ideas using words. Verbal

communication can be either using spoken language, in form such as face-to

face talks, or written in forms such as memos, letters, employee handbook, and

electronic mail because both oral and written communication involves the use

of words, they fall under the heading verbal communication.

Face to face communication

Ivancivich Matteson et al, (1996) this provides, opportunities for sending rich

information (potential information carrying capacity data) content and can offer

high levels of interactivity between sender and receiver. Job interviews are

likely to be done face to face. One of the most important types of face to face is

meeting. Meetings are a purposeful gathering of organizational members, they

are held to inform and train participants, solve problems, monitor and

coordinate activities, delegate tasks and create social bonds between diverse

organizational members, and all this is tailed towards maintaining and

improving performance of the organization.

Written communication

Gareth R. Jones, et al, (2000) Written communication includes memos, policy

manuals, employee handbook, bulletin boards, letters and fliers. The

advantage of written communication is that they can be revised, stored, and

made available when needed and disseminate in identical copies so that they

send message is received by all. Written communication can be personalized

for small audience. The popular form of written communication includes;

i) Memos

Memos are business communications that provide information to employees.

They can inform employees about the agenda, time and places of meeting, the

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work schedule or a change in an employment policy. A memo should be brief

and to the point so that it will be read and understood.

ii) Newsletters

Newsletter is a short monthly or quarterly publication designed to keep

employees informed of the important events, meetings and transactions and

provide inspirational stories about employee and team contribution to the

organization. Newsletters help to foster community spirit of keeping everybody

informed about what others are doing.

iii) Employee handbook

Another internal publication used is the employee handbook. A document

describing to employees the basic information about the organization. It

provides general reference regarding the organizational background, the nature

of its activities, and its rules specifically the major purposes of employee

handbooks are;

1111 To explain key aspects of organization policy

1111 To clarify the expectations of the organization and employees towards

each other.

1111 To express the organizational philosophy

Employee handbooks help in the process of socializing new employees and

promoting organizational values thus keeping performance stable.

Electronic communication

Richard L. et al, (2000) Advance in electronic communication makes interactive

communication possible between sender and receiver who are separated by

physical distance and busy schedule. Electronic communication channel vary

in the richness of the information that is transmitted and can include text,

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voice, graphics or videos. The two commonly used form of electronic

communication include voicemail, and email.

i) Voice mail

Voice mail lets a sender transmit a detailed audio message that is recorded

electronically and can be played back when convenient. Managers play back all

messages at once and answer them in concentrated block of time so that

redundant telephone tag calls can be avoided. Voicemail also allows the sender

to set up menu of responses to commonly asked questions, which saves

additional time.

H) Electronic mail

Emails allow employees to communicate via written messages through

personal computer terminals linked to networks. Emails is the fast way to

distribute important information to a large number of employees, it permits

virtual team of employees to work simultaneously in documents even though

they are separated geographically or by busy schedule. Email is often used to

exchange information (such as coordinating project activities and scheduling

meetings) for social reasons (keeping in-touch with colleagues).

Non-verbal communication

Gerald Greenberg et al (1997) Non verbal communication is the transmission of

messages without use of words that is to say, gestures, the use of space, the

non-verbal cues such as smiles, and glances are important sources of

information influencing our impressions of people. Some of the most relevant

non-verbal communication cues in the organization have to do with people's

manner of dress and use of time space.

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CHAPTER THREE

METHODOLOGY

3.0 INTRODUCTION

This chapter presents and describes the methods and techniques that were

used to collect and analyze data. It included the study, population, data

collection instruments, processing and analysis and limitations of data.

3.1 RESEARCH DESIGN

The study was essentially designed as a case study with specific focus on Yumbe district

headquarters in Northern Uganda as a case study area. According to P.V Young, a case study is a

method of explaining and analyzing the life of a social unit be it a person, a family, an

institution, cultural group or even entire community. It is a study through which one can

precisely know the factors and causes of a particular phenomenon.

The researcher preferred using a case study design because of its flexibility and compatibility

with all the data collection methods. Secondly, a case study design was also used because it

makes it easier for the researcher to analyze the subject under investigation in detail; and lastly, a

case study design gives a clear picture of the subject investigated.

In view of the above, the researcher adopted mainly qualitative methods of data collection and

analysis. In order to validate the findings from qualitative methods and for clarity purposes, the

researcher used quantitative methods.

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3.2 AREA OF STUDY

The study carried out in Yumbe district headquarters. Yumbe District was

created out of Arua district, and started operating formerly in the financial year

2001/2002 after approval by Parliament in November 2000. It is bordered by

the Sudan in the North, Moyo District in the east, in the South by Arua and

Nile and in the west by Koboko District.

3.3 STUDY POPULATION

The population under study comprised 60 respondents and this sample was to

be selected from different departments of the district headquarters.

3.4 SAMPLING DESIGN

The researcher used simple random sampling techniques in a sense that

whether one is on probation or confirmed put into consideration. Respondents

were identified depending on their willingness and availability to take part in

the exercise or study. The various departments formed samples where

respondents selected at random.

3.5 DATA COLLECTION INSTRUMENTS

The study adopted mainly qualitative methods of data collection supplemented

by quantitative methods to support data from qualitative methods. The

methods used for data collection were interviews, observation, questionnaires

and documentary data analysis. All these methods were used to minimize

weaknesses of each of these tools so that a true picture of the environment was

obtained.

3. 5.1 Questionnaires

These were pre-formulated written set of questions to which the respondents

were asked to record their answers. It is an efficient data collection mechanism

when the researcher knows exactly what is required and how to measure the

variables of interest. Questionnaires can be administered personally or mailed

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to respondents. For this case study, the questionnaires were self-administered

to the targeted respondents. The questionnaire preferred because they saved

time especially when the grouped was big and geographically scattered, they

could also be stored for future reference, they gave straightforward answers,

and therefore were easy to evaluate.

3.5.2 Interviews

An interview guide was used especially with the secretariat coordinator,

administrative officer and the employees. The researcher carried face-to-face

interview with the respondent. The researcher also explained to the respondent

why the study was carried out. The interview method was preferred because it

enabled the researcher to have face-to-face interaction with the respondent and

also to ask probing questions relevant to the study.

3.5.3 Observation

Well as interviews and questionnaire elicit respondent from the respondent; it

is possible to gather information without asking question by observing people

in their natural work environment and recording their behaviors. The

researcher played one or two roles: None participant observer, or participant

observer. As a non-participant observer, the researcher collected data in the

role of a pure researcher without trying to become an integral part of an

organization. The researcher also played a role of a participant observer. Here,

the researcher became part of work team and in the process observed

employees behaviors and performance.

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3.6 RESEARCH PROCEDURE

The researcher obtained an introduction letter from Kampala International

University, School of Business and Management to Yumbe district; Permission

was sought from the district authorities to allow the researcher conduct this

study; Participants willing to provide information were guided in the

questionnaire filling process, and questions were asked by the researcher for

clarification.

3. 7 DATA ANALYSIS AND PRESENTATION

After collection of data:., only correctly filled questionnaires were coded, edited

and analyzed. Analysis was carried out by use of frequencies; percentages and

true findings were represented using tables and graphs

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CHAPTER FOUR

PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS

4.0 INTRODUCTION

Under this chapter, the findings of the study are presented, interpreted and

discussed under major themes related to the research questions. The

presentation of the data as is laid out in this chapter is by quantitative

findings, and they have been reinf 6rced by qualitative analysis that provides a

stronger basis for interpretation and discussions.

4.1 GENERAL FINDINGS

In general, there were 60 respondents targeted by the researcher. Of this 60

respondents, 40 responded positively by answering the questionnaires and

accepting to be interviewed by the researcher. The number that responded

represented 66.7% and those who did not respond represented 33.3% as

represented in the table 4.1 and figure 4.1:

Table 4.1 Showing the General Response Of Respond.en ts

Response Frequency Percentage

Responded 40 66.7

Non responded 20 33.3

Total 60 100 . Source: Primary data (2008)

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■ Responded

■ Non responded

Source: Primary data

Figure 4.1: A pie chart showing general response of respondents

4.2 AGE DISTRIBUTION

Of the 40 respondents, 8 were in the age bracket of 20-25, 10 respondents

were between 26-30, 12 respondents were between 31-35, 6 were between the

age brackets of 36-40 and 4 were between 41-45 years old.

Table 4.2: Showing age distribution of respondents

Age bracket Frequency Percentage

20-25 8 20

26-30 10 25

31-35 12 30

36-40 6 15

41-45 4 10

Total 40 100


19

12

10

8

6

4

2

0


■ 20-25

■ 26-30

031-35 036-40 ■ 41-45

Figure 4.2: A bar graph showing age distribution of respondents

The figure above, shows that majority of the respondents 75% fall in the age

bracket of 20-35 years because this is the most active age of working, and no

respondent below the age of 19 was realized in the district headquarters.

4.3 DEMOGRAPHIC ANALYSIS

During the course of this research, in the 66.7°/o of those who responded, 32

respondents were men representing 80% and 8 of the respondents were female

representing 20% of the respondents.

There were two female employees among the contract workers and 6 among the

permanent employees employed by the headquarters.

Despite the affirmative action by many organizations in the district towards

gender balance, male still outnumber females in the district employment ranks

as represented in the table 4.3 and figure 4.3.1.

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Table 4.3: Showing the Gender Response

Gender Frequency Percentage

Male 32 80

Female 8 20

Total 40 100


■ Male

■ Female


Figure 4.3: A pie chart showing gender response

4.4 EDUCATIONAL LEVEL

Of the 40 respondents, 10 had degrees, 20 were diploma holders, 7 had

professional certificates from different qualification, and 3 were holders of

secondary certificates.

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Table 4.4 Showing Educational Level of Respondents

Gender Frequency Percentage

Degree

Diploma

Professional certificate

Secondary certificate

Total


• I ' , .......,

,. ,

~~ Source: Primary data

10

20 ·

7

3

40

■ Degree

■ Diploma

□ Proffessional certificate

□ Secondary Certificate

25

50

17.5

7.5

100

Figure 4.4: A Pie chart showing educational level of respondents

As shown above, it is indicated hat majority of the respondents were diploma

holders with few degree and certificate holders.

4.5. DEPARTMENTAL DISTRIBUTION OF RESPONDENTS

Of the 40 respondents, 12 respondents were from administrative department, 8

respondents were from finance department, 15 respondents from health

department and 5 from the educational department.

22

Table 4.5. Showing Departmental Distribution

Department Frequency Percentage

Administration 12

Finance 8

Health 15

Education 5

Total 40


Figure 4.5 A pie chart showing Departmental distribution

Source: Primary data.

23

■ Administration ■ Finance

□ Health

□ Education

30

20

37.5

12.5

100

4.5 Employee response on how information system is used in the

district headquarters

Communication is an act of influencing and inducing others to interpret an

idea in a manner intended by the speaker or writer. It is an important

management function that helps the employees to perform, make decisions,

implement programmes or take course of action.

During the course of the research, the researcher found out that of the 40

respondents, 25 of these respondents say communication system was clear to

them while 10 of the respondents claimed that communication system was not

clear to them and 5 of them did not have any side.

Table 4.6 showing employee response on how information system is used

in the district headquarters'

Employees Frequency Percentage

Clear 25 62

Not clear 10 25

None 5 13

Total 40 100


24

..

I I i i ; , t ,. I

I I


■ Clear

■ Not clear

□ None

Figure 4.6 A pie chart showing employee response on how information system is used in

the district headquarters

Even though the figure above indicates that 62.5% of the information system

used is clear, but 25% also show that there is massive need to improve on

communication system and this is possible through improving on the mode of

delivery and being brief and precise in the communication process.

4. 7 The response according to receivers' duration to take action

Communication process generally requires at least an immediate action from

receivers' side so that communication process becomes complete. The

researcher in the course of this research found out that out of the 40

respondents, 10 of the respondents say that most of the communication they

receive makes them to act instantly. 20 of the respondents say it requires them

to take an action mostly after a day, 8 of the respondents claim that it requires

them to take an action after a week, and 2 of the respondents say a month.

25

Table 4. 7 showing duration of response of receivers' to take action

Receivers to

take action

Instant

Aday

A week

A month

Total



Frequency

10

20

8

2

40

Percentage

■ Instant

■Aday

□Aweek

□A month

■Sllce5

25

50

20

8

100

Figure 4. 7 A pie chart showing duration of response of receivers to take

action

From the figure above 50% of the respondents say that they take action to

information they receive mostly after a day. That is so because it helps them to

properly analyze the message and at the end they can at least come up with a

profound answer to the sender. The researcher also realized that employee's

action to response to messages depend on his or her position in the

26

organization. Note; those holding higher positions like Chief Administrative

Officer, take their own time to respond to request thus affecting the

performance in the district headquarters.

4.8 Mode of communication

The term mode of communication refers to the channel or means used during

communication. The communication mode that was realized during the

research was verbal and written communication.

4.8~1 Verbal communication

This mode of communication is mostly informal; it involves things like rumors,

manners of dress. It can also be called oral communication.

4.8.2 Written communication

This is the process where by messages sent to the receiver is written down in

form of memos or loose minutes.

4.8.3 Employee response to mode of communication

During the course of the research, two modes of communication were

commonly realized to be used in the district headquarters; oral and written. It

was realized that 25 of the respondents say written communication is

commonly used, 15 of the respondents say verbal communication is commonly

used.

27

I l I

' I I I

I

Table 4.8 showing employee response to mode of communication used

Mode of communicatic

Written

Verbal

Total



Frequency

25

15

40

Percentage

■Written

■ Verbal

63

37

100

Figure 4.8 A pie chart showing employee response to mode of

communication used

The figure above indicates that written communication is mostly used

representing 62.5% of the respondents. They say, it is vital because it can be

filed and referred to in future while 37.5% indicates verbal communication.

During the course of the research, verbal communication was realized to be

used mostly amongst lower level administration and it includes things like

passing of instructions to subordinates, giving orders and feedback to

supenors.

28

4.9 Dm:aticm of feedback

For communication to be effective and complete there must be a feedback.

order to affect complete communication process and to take further course of

action, feedback must be made a priority. Feedback helps superiors in

analyzing or evaluating performance, make clarification and recommendation.

In the district headquarters, out of the 40 respondents, 15 of them say

feedback is provided instantly; 20 of the respondents say they receive feedback

after a week and 5 of the respondents say a month.

Table 4.9 showing employee response to duration of feedback

Duration of feedbac Frequency Percentage

Instant 15 27.5

A week 20 50

A month 5 12.5

Total 40 100

Source: Primary

29

20

15

■ Instant

10 ■A week

□A month

5

0


Figure 4. 9 A bar graph showing employee response to duration of feedback

Borrowing from the above graph and table the researcher realized that 50% of

the respondents receive feedback after a week and say that this helps in quick

preparation. 37.7% say feedback is received instantly and minority (12.5%)

says after a month. Taking into account general analysis of the research,

performance has been realized highly when feedback at least takes a week and

that is so because it helps the receiver to access the message and later at least

feed profound answer thus leading to high performance.

4.10 No of respondents that understands what is communicated to them

Communication is mostly concerned with influencing the behaviors of the

receiver and to cause an understanding in order to take an action. The receiver

must understand what is communicated. When the receiver understands what

is intended by the sender, it can lead to action being taken in accordance to

the task being communicated or action being taken correctly, thus reducing

the rate of mistakes made hence improving performance.

30

Out of the 40 respondents, 30 responded that they in most cases understand

communication clearly. 10 of the respondents claim that they at times or don't

understand what is communicated.

Table 4.10 showing how employees umterstand what is communicated to

them

Understand what ii

communicated

Yes

No

Total



Frequency

30

10

40

Percentage

75

25

100

~ ~

Figure 4.10 A pie chart showing how employees understand what is

communicated to them

The figure above indicates that 75% understand what is communicated and

25% have problem of understanding what is communicated thus opening need

for the headquarters to improve communication, through follow-up, improve on

mode of delivering.

31

If the above guidelines are not affected the amount of mistakes made in the

course of duty execution will be high thus in long run will affect performance.

4.11 Response according to respondents' view of communication and

performance

Communication and performance go hand in hand. When communication is

clear, performance will be affected. During the course of conducting this

research the researcher realized that 30 respondents say communication

affects performance. 10 say communication does not affect performance.

Table 4.11 showing respondents view of communication and performance

Respondents' view c: Frequency Percentage

communication anc

performance

Yes 30 75

No 10 25

Total 40 100


32


Figure 4.11 A pie chart showing respondents' view of communication and

performance

It is therefore clear as indicated in the table and figure that communication is

important if performance is to be effected or in order to achieve organizational

performance.

4.12 Forms of communication

During the course of this research, the researcher realized that majorly two

forms of communication are used; oral communication refers to words that are

spoken or used to the receiver by word of mouth. It takes place sometimes

through telephone.

Written communication; this is a formal type of communication which takes

place in an organization through meetings, in form of lose minutes and letters

in form of handbook.

4.12.1 Employee response to form of communication

The two forms of communication used commonly depend on the level and

content of message communicated. During the course of conducting this

33

research, 5 respondents say telephone; 20 respondents say letters and 15

respondents say meetings.

Table 4.12.1 showing employee's response towards forms of

communications used

Employee response Frequency Percentage

Telephone 5 12.5

Letters 20 50

Meetings 15 37.5

Total 40 100


Figure 4.12.1: A bar graph showing employee's response towards forms of

communication used

20

15

10

5

0

Primary data

■ Telephone

■ Letters

□ Meetings

Source:

From the above figure it was realized that over 50% of the employees confirmed

that written communication in form of meetings and letters are most common

34

forms of communication used. Generally, administrative communication

should be conducted using meetings where minutes are taken and letters like

memos and lose minutes which can easily be filed and referred to be used in

case of unrest.

35

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

In this chapter, the findings are summarized; concluded and possible

recommendations about the study are made.

As competitive advantage takes lead, it is important that organization become

aware of the need to communicate so that ideas and concepts can be shared

which in long run raise the skill and knowledge level of employees and equip

them with capacity to meet organizational objectives in terms of raising

demand.

The aim of the study was to examine the relationship between communication

and performance, effects of communication on performance and forms

communication used in Yumbe district headquarters.

The study also revealed that findings from different respondents who

different views about the various aspects of the study. Few recommendations

were made that the researcher urges different organizations to observe so as to

realize drastic improvement.

form of telephone admitting was the most common form of communication

used in Yumbe district headquarters. It also revealed that communication is

in11Jrove on en1rJloyee IJerforma~nce a11d_ rna_kes era.ployees to vi. .... ,._,_,~,.

36

The study also revealed that language problem, noise and domestic problem

that kept the minds of employees away from work hindered communication

process and this leads to mistakes which affect performance.

5.2 CONCLUSION

In conclusion, communication and performance go hand m hand;

communication reinforces performance as it leads to increased commitment,

coordination of activities, improve on organizational image (relationship)

sharing of concepts, ideas among others.

According to research findings from Yumbe district headquarters (2008) not

only a single factor was realized to be responsible for influencing performance

of employees but there are many other factors that hinder performance. Among

them include motivating employees, training of employees, so that they attain

skill, knowledge and competence. Research found out that poor leadership

hinders employee commitment towards organizational goals.

The research findings (2008) on the forms of communication used in Yumbe

district headquarters were not effective because of poor relationship among

staff members and this heavily affected communication progress.

Communication flow was based on technical know-who at the expense of

performance. Employees only interact with staff members with whom they have

good relationship.

The research has shown it with a lot of concern that the positive effects of

communication on performance of employees in Yumbe district headquarters

has led to sharing of ideas and concepts, good relationship, coordination of

activities, increase in commitment. This means that communication is still a

strong tool for any organization to realize both qualitative and qualitative

progress.

37

5.3 RECOMMEimATIONS

In the process of carrying out this research, the researcher came out with the

following recommendations.

The research has shown that performance in Yumbe district headquarters has

been hindered by factors like noise, language problem, poor feedback, poor

relationship, and failure to provide guidelines among others. Therefore in order

to enhance the effectiveness of employees, the management of Yumbe district

headquarters should create free and open environment for communication

possibly open-door philosophy. This philosophy encourages employees to

channel their complaints direct to the management as feedback. This in long

run will gradually improve performance.

The management of Yumbe district headquarters should establish open-door

communication philosophy where employees are free to direct their grievances

in case of misfortune.

Yumbe district headquarters should educate and train all the staff ranging

from the top management level to lower level administrators about the

importance of communication to the organization if performance is to be

achieved.

The management should organize workshops, seminars and provide reading

materials that hold knowledge about communication skills, mode few to

, · =1 · · • ·• ·1 • • • • ' • "" b · ·h li k menc1on .. rn1s 111 lor1g r1-1-11. 11e_ps 111. ser1s1t1z111g tr1e e11.t1:re stw.1 a -out t_ e n

b . . 1 ,.. et-ween commurncatlon ana perrorrnance.

The management should also e:rnphas1ze more on the formal communication

netvvork which include letters, meetings, here minutes can be filed and saved

for future I\~fere11ces a1!.d rna11agernent sl1.ol1lcl crvoid i11for11:1al communication

38

because it encourages rumors and this can easily open fertile ground for

disputes amongst staff members.

5.4 AREA FOR FURTHER STUDY

The future interested researchers who would like to carry a study in this field

are therefore advised to prepare enough resources, the need to move personally

to the offices of these departments and should therefore expand their pie to

include county, sub county, parish local administrators.

39

REFERENCES

A Participants Handbook of Local Government Revised edition ( 1999)

Aswathapa K. Human Resource and Personnel Management 3rd edition, Tata

McGraw Hill, 2003

Edwin B. Flippo (1984), Personnel Management, 6 th Edition McGraw Hill Inc.

Gareth R. Jones, Jennifer George and Charles W. L. Hill (2000), Contemporary

Management, 2nd Edition McGraw Hill Inc.

Gerald Greenberg, Robert Baron, (1997) Behavior in Organization, 6 th edition

Gomez Mejia, Luise R. and David B. Balkin (2002), Management, McGraw Hill

Inc.

Harold Koontz and Heinz Weihrich, (1998), Management, 9 th Edition McGraw

Hill Inc.

Ivancevich Matteson (1996), Organizational Behavior in Management

John Adair, (1929), The Effective Communicator, Biddies Ltd. Guildford and

Kings Lynn

J. S. Chandani (2001), Management, Theory and Practice, Vikas Publishing

House Pvt. Ltd.

Ron Ludlow and Fergus Panton (1999), The Essence of Effective

Communication, Prentice Hall

40

Ronald B. Adler and Jeanne Marguardt Elmhorst (2002), Communicating at

Work, Principles and Practice for Business and the Professions, 7 th edition

McGraw Hill Inc.

Satteiwhite and Olson Sutton (2000), Business Communication at Work,

McGraw Hill Companies Inc.

Scott, W R (1992), Organizations: Rational, Natural and Open Systems, NJ

Prentice Hall, International Inc.

Stoner, James A F, Freeman, R. Edward, (1995) Management 6 th Edition,

Prentice Hall International Inc

Subba Rao Essentials of Human Resource Management and Industrial

Relations.

Richard L. Daft (2000), Management 5 th edition.

Torrington, Derek and Hall, Laura, Personnel Management: HRM m Action:

Prentice Hall International, (1987), UK

Van Fleet, D. and Peterson, T. (1994) Contemporary Management, 3 rd Edition;

Houghton Mifllin Company, Boston

Walker W. James, (1980) Human Resource Planning, McGraw Hill Book

Company, New York

V.S. P. Rao and P.S Narayana (2000), Principles and Practice of Management, 8th

Edition Konark Publishers Pvt. Ltd

41

QUESTIONNAIRES

Dear respondent, I am Omacar Samuel; a student of Kampala International University pursuing a

master's degree of arts in Development Administration and Management

I am carrying a study on the coping mechanisms to challenges of poverty among the poor in

Ngora County. I therefore kindly request for your cooperation and sincere assistance by filling

this questionnaire so as to enable me complete the study successfully.

N.B:

❖ The exercise is purely for academic purposes. Therefore, any information given shall be

treated with due confidence.

❖ The researcher will maintain anonymity in quoting specific statements unless permitted

otherwise by the person( s) concerned.

BIO DATA

Age (years):

20-35 □ 36-49 □ 50-65 D Above65 □ Marital status:

Married □ Single D Widowed D Divorced □ Employment status:

Employed D Unemployed Qelf- employed D Retired □

42

OTHER QUESTIONS

1. How do you find the communication system used in the district

headquarters?

a) b) c)

d)

2.

None

Clear

Not clear D D D

Others (specify) ............ .................................................. .

After how long does the communication require the receiver to act after

receiving the message?

a) b)

c)

d)

e)

Instant

Aday

A week

A month

None

D D D D

f) Others (specify) ... ............................................................... .

3. How is communication delivered in the district headquarters?

a) Verbal D b) Written D c) Others (specify) .................................................................. .

43

I I I:

l I I

I t

I

4.

a) b) c)

d)

5.

a) b)

c)

1.

a)

b) c)

2.

How long does the feedback take?

Instant

A week

A month

D D D

Others ( specify) ................................................................... .

Does the respondent always understand what is communicated?

Yes

No D D

Others (Specify) .......................................................... ..

Does Communication affect performance?

Yes

No D D

Others (Specify) ........................................................... .

What form of communication 1s commonly used in the district

headquarters?

a) b)

c)

d)

3.

Telephone

Letters

Meetings D D

Others ( specify) ................................................................. .

Indicate the most common form of communication used m the

following departments?

a) b) c) d)

Education .................................................................................. .

Health ............................................................................. .

Finance .......................................................................... .

Administration ................................................................ .

44

4. What are some of the obstacles to communication in the district

headquarters?

5. What are some of the solutions to the problem in question (9) above?

THANKS

45

Documents

IMP ACT OF COMMUNICATION ON THE PERFORMANCE OF …