MAKERERE UNIVERSITY

MAKERERE UNIVERSITY BUSINESS SCHOOL

THE IMPACT OF DIVISION COMMUNICATION ON ORGANISATION
PERFORMANCE:

A CASE STUDY OF NJERU CENTRAL DIVISION

BY

BABIRYE MARY FRANCES

16/U/13434 /PS

BIB III

SUPERVISED BY

MR.MUDIDHI PATRICK

(ACADEMIC SUPERVISOR)

A RESEARCH REPORT SUBMITTED TO MAKERERE UNIVERSITY BUSINESS

SCHOOL IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF A BACHELORS DEGREE OF INTERNATIONAL
BUSINESS OF MAKERERE UNIVERSITY

DEC, 2020

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TABLE OF CONTENTS

CHAPTER ONE..............................................................................................................................1

INTRODUCTION...........................................................................................................................1

1.0 Introduction...........................................................................................................................1

1.1 Background of the Study......................................................................................................1

1.2 Problem statement................................................................................................................2

1.3 Purpose of the Study.............................................................................................................3

.1.4 Objectives of the Study.........................................................................................................3

1.5 Research Questions...............................................................................................................3

1.6 Scope of the Study................................................................................................................3

1.6.1 Subject Scope......................................................................................................................3

1.6.2 Geographical Scope.............................................................................................................4

1.6.3 Time Scope..........................................................................................................................4

1.7 Significance of the Study......................................................................................................4

1.8 Structure of the report...........................................................................................................4

1.9 Conceptual Framework.........................................................................................................5

CHAPTER TWO.............................................................................................................................6

LITERATURE REVIEW................................................................................................................6

2.0 Introduction...........................................................................................................................6

2.1 Definition of the key concepts..............................................................................................6

2.1.1 Communication...................................................................................................................6

2.1.2 Division al communication................................................................................................6

2.1.3 Performance.......................................................................................................................7

2.1.4 Division Performance......................................................................................................7

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2.2 Ways through which Division communication is carried out.............................................8

2.2.1 Communication channels..................................................................................................8

2.3.3 Communication environment..........................................................................................11

2.3.4. Supervisor-subordinate communication..............................................................................12

2.3 Level of Division performance..........................................................................................15

2.4 Relationship between Division al communication and performance.................................17

2.5 Summary.............................................................................................................................18

CHAPTER THREE.......................................................................................................................18

RESEARCH METHODOLOGY..................................................................................................19

3.0 Introduction.........................................................................................................................19

3.1 Research design..................................................................................................................19

3.2. Study population.............................................................................................................19

3.3 Sampling design..............................................................................................................19

3.3 Data sources....................................................................................................................20

3.3.1 Primary data source.....................................................................................................20

3.3.2 Secondary data source.................................................................................................20

3.5 Data collection methods..................................................................................................20

3.5.1 Questionnaire...............................................................................................................21

3.6 Reliability and validity of the research Instruments.......................................................21

3.6.1 Reliability of Instruments............................................................................................21

3.6.2 Validity of Instruments................................................................................................21

3.7 Data processing and analysis..........................................................................................21

3.7 Limitations of the study..................................................................................................22

3.9 Ethical consideration.......................................................................................................22

CHAPTER FOUR.........................................................................................................................23

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PRESENTATION, INTERPRETATION AND ANALYSIS OF FINDING................................23

4.0 Introduction.........................................................................................................................23

4.1 Questionnaire Response Rate.............................................................................................23

4.1 Characteristics of respondents............................................................................................24

4.1.1 Gender of Respondents in Percentages...........................................................................24

4.1.2 Age Groups of Respondents in Percentages...................................................................24

4.1.3 Education level of respondents in percentages...............................................................25

4.1.4 Work Experience respondents........................................................................................26

4.2 Different barriers of communication at Njeru central Division..........................................26

4.3 Level of organizational performance at Njeru Central Division.............................................27

4.4 The relationship between organizational communication and organizational performance of

Njeru Central Division...................................................................................................................29

CHAPTER FIVE:..........................................................................................................................31

SUMMARY, CONCLUSION AND RECOMMENDATIONS....................................................31

5.0 Introduction..............................................................................................................................31

5.1 Summary of Findings..............................................................................................................32

5.1.1 Barriers and breakdowns in the communication..................................................................32

5.1.2 Organizational performance of employees at Njeru Central Division.................................33

5.1.3 Relationship between social media on consumer buying decision process of Njeru
Central Division.............................................................................................................................33

5.2 Conclusion..........................................................................................................................33

5.3 Recommendations...............................................................................................................34

APPENDIX 1: QUESTIONNAIRE..............................................................................................36

Section B : Barriers and Breakdowns in Communication Systems...............................................37

Section C: Relationship Between organization communication and organization performance...38

Appendix II Morgan’s table for sample size................................................................................39

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 CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter presents the background of the study, statement of the problem, purpose of
the study, objectives, research questions, scope, and significance of the study and
structure of the research report.

1.1 Background of the Study

Division al communication is defined as the channels and forms of communication that

occur within Division s, such as corporations, non-profits, and governmental bodies.
(Miller & Barbour, 2014) It includes both communications within an Division and
public-facing communications. Division al communication facilitates the flow of
information among members of the Division . The effective flow of information among
employees within an Division is facilitated by a vibrant internal communication system.
These systems of communication could be upward, downward, vertical or horizontal
which is based on the structure of command within an Division . Lindlof and Taylor
(2011) Effective Division al communication can enhance Division al performance by
creating positive perception and opinions about persons, communities, Division s,
governments, and even society (Garnelt, Marlowe, & Pandey, 2008)

On the other hand Division al performance refers to the performance of a company as

compared to its goals and objectives. (Cho and Dansereau, 2010) According to Balondi,
Division s that are very good at communication are effective listeners to their employees,
and also they plan effectively. He explains that effective Division communication keeps
the employees on track and it increase the financial performance of the companies. The
results of the study confirm that Division s with effective communication, their market
value increases by 20 percent. (Balondi, 2006)

Hahn et al. (2012) argued that understanding the importance of Division al

communication is essential in the success of any type of Division , large or small.

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 Individuals trained in Division al communication can work in human resources,
employee training and management, public relations, marketing, communications
consulting, public affairs, media management, policy and advocacy, and research and
instruction, among other areas.

Modern age Division s have placed value on effective work place way of communicating
however some Division s like Njeru Central Division have neglected it. Njeru Central
Division is one of the administrative divisions in Buikwe District, Central Region of
Uganda. It is the largest town in the district. It is mainly a residential town. It hosts
industries such as Nyanza Textiles Limited (Nytil), a textiles manufacturer, Nile
breweries limited, East African packaging limited. (UBOS, 2014) In Buikwe District
Local Annual Report, (2019), the following were noted: the Board holds unplanned and
uncoordinated meetings which result in wasteful expenditure, putting a strain on the
division’s budget; the directors received questionable payments in contravention of the
established policy; there were conflicting roles between the board and management
which resulted in not achieving the division’s objectives. The managers often leave the
aspect of effective communication to the human resource department as their focus only
reaches for the operational activities and this has led to poor employee performance in the
Division and with the above back ground there is need to research on the impact of
Division al communication on employee performance.

1.2 Problem statement

In spite of having in place policy guidelines about communication, Njeru Central division
continues to experience unclear mechanisms of communication and coordination which
paralyses service delivery hence leading to poor performance (Buikwe District Local
Government Statistical Abstract, 2016), this has greatly attributed to a break down in the
communication flow within the municipal council, which gave room to the sharing of
important division information through the grapevine. The 2016 Statistical Abstract
report also pointed out that there were cases of internal strife in management and lower
level staff as a result of poor communication management, and this had negatively
impacted the business operations by employees and public image of the of the Central

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 Division. In Buikwe District Local Annual Report, (2019), the following were noted: the
Board holds unplanned and uncoordinated meetings which result in wasteful expenditure,
putting a strain on the division’s budget; the directors received questionable payments in
contravention of the established policy; there were conflicting roles between the board
and management which resulted in not achieving the division’s objectives; there were
irregular appointments of some staff in violation of the HR Manual; and that the board
was not appraising management as provided for in the Act, all these were as a result of
uncoordinated communication flow in Buikwe District Local. With a the above problem
there is need to research on the impact of Division communication on employee
performance at Buikwe District Local

1.3 Purpose of the Study

The purpose of the study was to examine the relationship between Division al
communication and employee performance at Njerru Central Division.

.1.4 Objectives of the Study

 To investigate some of the Barriers and Breakdowns in Communication Systems in

Njerru Central Division
 To establish the level of Division performance at Njerru Central Division
 To establish the relationship between Division al communication and performance of
Njeru Central Division.

1.5 Research Questions

The research questions formulated for this study were:

 How communication is carried out in Njerru Central Division staff members?
 What is the level of Division performance at Njerru Central Division?
 What is the relationship between Division al communication and performance of Njeru
Central Division?

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1.6 Scope of the Study

1.6.1 Subject Scope

The scope of the study will concentrate on the impact of Division communication
(independent variable) on performance (dependent variable) at Njeru Central Division.

1.6.2 Geographical Scope

The study was carried out from Njeru Central Division head office located in Njeru
Municipal council in Buikwe district.

1.6.3 Time Scope

The study will be carried out in a period of nine months that is from February to October
2020.

1.7 Significance of the Study

The study is expected to make the following contribution;

i. The Provide information to the stakeholders of Njerru Central Division on the
communication needs problems, possible solutions and the effects of communication on
Division al performance.
ii. The study will provide information that would enable the management of Njerru Central
Division to provide favorable communication atmosphere necessary for vibrant growth of
Njerru Central Division
iii. This study is expected to engender further discussion and probably provide some answers
regarding the effect of communication on employee performance
iv. The contribution of this study to academia is also not in doubt as it provides a good
premise for future research and it will also add to the general body of existing knowledge
in the area of communication

1.8 Structure of the report

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 Chapter One: Background
This chapter contains the back ground of the study, statement of the problem, purpose of
the study, objective of the study, research questions, scope of the study, significance of
the study as well as the conceptual frame work.

Chapter Two; Literature review

This contains the review of the relevant literature that has been advance by different
authors in line with the topic under study.

Chapter Three: Methodology

This chapter involves the description of how the study will be conducted that is the
research design, sampling design, population study, Sampling techniques, sources of
data, data collection techniques, data processing and analysis and limitations of the study.

Chapter Four: Presentation, Analysis and Interpretations of Findings

This present the presentation, analysis and interpretation of findings from the field study.
The tools to be used for analysis will include frequency distribution tables and
percentages.

Chapter Five: Summary of Findings, Conclusion and Recommendations

This involves the introduction, summary of findings, conclusion and recommendations.

1.9 Conceptual Framework

In order to understand the relationship between Division al communication and

performance at Njeru central Division, a conceptual framework has been developed,
which is shown below (Figure 1).

Figure 1: Conceptual Framework

Independent Variables Dependent Variables

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Organization Communication Organization Performance
Communication channels Efficiency
Communication environment Effectiveness
Innovativeness.
Supervisor-subordinate
internal processes
communication financial growth
sales
Communication management
profit

Source: Developed by the Researcher (2020)

The conceptual model shows the relationship between Division al communication and
Division al performance at Njeru Central division. Division al communication whish the
independent variable is defined in terms of communication channels used, communication
environment, superior- subordinate communication and communication management
procedures. Division performance (dependent variable) is defined in terms of Efficiency,
Effectiveness, Innovativeness, internal processes and financial growth.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter highlights the related and relevant literature served by different sources and
authors; this literature is presented in line with study objectives.

2.1 Definition of the key concepts

2.1.1 Communication

According to Anchor (2009), Communication is the process of sending and receiving

messages or transferring information from one part (sender) to another (receiver).

2.1.2 Division al communication

Division al communication is defined as the channels and forms of communication that

occur within Division s, such as corporations, non-profits, and governmental bodies.
(Miller & Barbour, 2014) It includes both communications within an Division and
public-facing communications. Division al communication facilitates the flow of

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 information among members of the Division . The effective flow of information among
employees within an Division is facilitated by a vibrant internal communication system.
These systems of communication could be upward, downward, vertical or horizontal
which is based on the structure of command within an Division . Lindlof and Taylor
(2011)

Division al communication is a way to develop a strong culture within the Division to

achieve the set goals and objectives. In this regard, Roos (2008), defines Division al
communication as an approach in which everyone should participate to create an
effective culture within the Division . This leads to sharing of knowledge, opinions and
ideas which results into innovation, effective decision-making and also increase in the
productivity of an Division . He also found in his study that managers spend 70-80 per
cent of their daily time in communicating with others and if both the employees and
managers ‘communication skills increase by 10 per cent, this would lead to 7 per cent
increase in productivity.

2.1.3 Performance

According to Beirut, (2003), Performance refers to being about doing the work, as well as
being about the results achieved. It can be defined as the outcomes of work because they
provide the strongest linkage to the strategic goals of an Division , customer satisfaction
and economic contributions. Performance should therefore be measured by the results
(outputs/outcomes) that an Division produces.

According to Grüning (2002), performance is understood as the ability of a company to

achieve goals, i.e. meet expectations, and is therefore influenced by results in a wider
sense, but also by the corresponding goal setting.

Performance may also refer to the degree of the achievement of objectives or the
potentially possible accomplishment regarding the important characteristics of an
Division for the relevant stakeholders. Performance is therefore principally specified

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 through a multidimensional set of criteria. The source of the performance is the actions of
players in the business processes. Krause (2005)

2.1.4 Division Performance

Division al performance, “according to Cho and Dansereau (2010), refers to the

performance of a company as compared to its goals and objectives. In addition, Tomal
and Jones (2015) define Division al performance as the actual results or output of an
Division as measured against that Division ’s intended outputs.

Division al performance comprises the actual output or results of an Division as

measured against its intended outputs (or goals and objectives).According to Richard et
al. (2009), Division al performance encompasses three specific areas of firm outcomes:
(a) financial performance (profits, return on assets, return on investment, etc.); (b)
product market performance (sales, market share, etc.); and (c) shareholder return (total
shareholder return, economic value added, etc).

Division al performance is the ultimate dependent variable of interest for researchers

concerned with just about any area of management (Devinney et al., 2010). This broad
construct is essential in allowing researchers and managers to evaluate firms over time
and compare them to rivals. In short, Division al performance is the most important
criterion in evaluating Division s, their actions, and environments.

2.2 Ways through which Division communication is carried out

2.2.1 Communication channels

Communication is the key factor in daily operations. It is through communication that all
kind of information circulates from every level of the hierarchical ladder. Computers
have become a communication hub through which employees communicate and function.
Communication technology is fostering new forms of learning, enabling new types of
communication between employees and management (Rudnick 2006).

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Additionally, the proper use of the new technologies can lead to improvement of the
relations among staff and to a better understanding with each other (Rudnick 2006; Lau,
Wong, Chan, Law 2001).
The enormous development of information technologies and computers made Division s
networked systems that can easily share information in and afar of Division . This
transformation of information allows Division s to redesign strategies, transform the
existing structure, and reevaluate the scope of operation and increase efficiency of
controlling mechanisms, work flow products and services (Laudon & Laudon 2000).

The employees in Division s have realized the technological revolution that is taking
place and a considerable number of them feel uncertain for their jobs and the way that
this new era will affect their positions. Another important issue that is affecting
employees and put additional stress in their life is the fact that many Division al members
consider themselves as incompetent to administer the speed and the complexity that
technology evolvement has brought into Division s and react by resisting to any possible
modification or innovation related with their work (Hoos, 2003).
Automation in the office has brought changes in the structure of the Division and has
two interrelated but distinct effects: to reduce the number of Division al members across
the whole Division and the size of Division s as well, resulting in the reduction or
expand of employment at any particular Division al level (Hoos, 2003).
The new trend today is to flatten Division al structure in order to speed up the decision
making process (Lau, Wong, Chan & Law 2001). Indeed, flatter Division s are consisted
of fewer management levels that give greater decision making authority. Another
characteristic of flatter Division s is the encouragement of individual contribution and
responsibility. The establishment of global networks such as internet made it possible for
team members to collaborate closely even from distant locations and reduce coordination
costs (Laudon & Laudon 2000).
Another factor that has become very common as computers are becoming more pervasive
is that of privacy, trust and social control. Unlike face to face communication (FtF),
Computer mediated Communication (CmC) is mostly realized textually. There are no
nonverbal cues to embellish meaning or social context cues regarding gender, age, status.

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The absence of cues may hamper communication efficiency and is also possible to create
a semblance of anonymity and lack of awareness of the social context.
This is considered as the main reason why high incidences of rude, offensive and
uninhibited behaviors have been held (Kruger, Epley, Parker, Ng 2005).
Email is one of the most successful computer applications that have been ever
discovered. The original idea of email was to facilitate communication, to increase
efficiency and to make Division al life easier (Derks & Baker 2010). Indeed, email broke
down the barriers of time and space and became a convenient tool for employees who are
temporarily away from office or working in different locations. Emails have broken down
typical Division information hierarchy and communication flows freely to each level of
the Division al hierarchy. This could create new opportunities for dialogue and enhance a
feeling of empowerment that can lead to more informed employees and result in positive
employee attitude (Rudnick 2006).

The flexibility and asynchrony are the main advantages that email carries compared to
other communication media is the reason for its proliferation. Consequently, email has
increased information sharing in Division s and has improved productivity in time and
place (Byron 2008). Due to flexibility and asynchrony of emails, individuals are able to
read them everywhere and reduce the uncertainty related to the lack of information when
they are absent from work (Granat, Stanoevska-Slabena 2013). However, email
application has not brought only positive changes in Division al life. A considerable
number of employees complain about information overload, the huge amount of emails
they receive daily and the pressure of expectation to answer them all within a day (Derks
& Baker 2010).

Some researchers claim that information overload is basically caused because of the
inability of people to process with large amount of information. The former cause, along
with the ability of new technologies to generate information much sooner than people
leads to the increasing amount of unprocessed information (Allen & Shoard 2005).
Marcusholm on the other hand claimed that information overload may originate both
from information requested by individuals and information received without individuals
searched for it (Marcusholm 1995). Derks and Baker in their study. The impact of email

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 communication on Division al life (2010) raised another aspect of email communication.
They claimed that communications realized through emails can be less sociable,
relational, understandable, honest and effective. The reason behind this position is that
the absence of nonverbal cues withholds communicator’s important information about
attitudes, emotions and characteristics. Rudnick also supports this position since he
believes that people are able to convey messages not only with what they say but also
with how they say it. Gestures, voice, expressions, all are important paralinguistic cues
that can disambiguate ambiguous messages (Rudnick 2006).

2.3.3 Communication environment

Modern management emphasizes more and more the role of communication in

managerial activity. Thus, it is considered that managers spend between 60 and 80% of
their time communicating (Hargie & Tourish, 2009). Studies show that efficient
managers spend a great deal of their time in communication-based activities. Even as
early as 1973 Mintzberg showed the ubiquitous nature of interpersonal communication in
the management activity. More recent leadership studies assert the fact that effective
leadership at the workplace involves the constant use of communication instruments in
order to create sense, share vision and build a common purpose (Hargie & Tourish, 2009)
The importance of a positive Division al culture is more than atmosphere, values, heroes,
or the search for excellence (Allen 1995; Miller, 2006; Neves & Eisenberger, 2012). I
propose that the purposeful cultivation of happiness and positivity in the workplace
creates opportunities for improved satisfaction of individuals, teams, and entire Division
s. Attitude and happiness have been recognized by communication scholars in the
examination of Division al culture and emotion in the workplace (Waggoner, 2013).
Developing a culture that supports two-way communication with employees having a
measure of control promotes happiness and job satisfaction.
Communication with telecommuting or remote workers is a consideration that Division s
must take seriously. More than 24 million people were working remotely in 2008
(WorldatWork, 2009) and that number is steadily rising. Teleworkers report feelings of
isolation, uncertainty, a lack of trust, and lower Division al commitment with lower job
satisfaction (Fay & Kline, 2011). Managers may not communicate the same way with

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remote workers as they do with employees who are in the work place each day. This
creates feelings of disconnect and lowered morale for teleworkers and causes them to rely
on coworkers for needed information (Fay & Kline, 2011).
While informal coworker communication is essential for job satisfaction, it should not be
the sole source of information from an Division .

Morale is defined as the spirits of a person or group as exhibited by confidence,

cheerfulness, discipline, and willingness to perform assigned tasks. Morale can be the
fuel that drives an Division forward or the fuel that feeds the fires of employee
discontent, poor performance, and absenteeism (Richards, 2013). According to Finger
(2005), morale is more influenced from the top down than from the bottom up. In order to
improve the culture of an Division , the morale of each individual in the group must be
improved. Such an overall change is best achieved through the dedicated work of the
manager (Finger, 2005) to improve two-way communication and create a positive
atmosphere that fosters respect; however, this does not address the responsibility of the
employee to improve their individual attitude.
The effect of coworker attitudes is seen in teleworkers through informal communication
methods when coworkers complain or relate negative information. Some forms of
informal communication may develop common ground but would lead to decreased job
satisfaction and commitment, particularly for high-intensity teleworkers (commuting 2.5
or more days per week) (Fay & Kline, 2011). Complaining, for instance, can convey
dissatisfaction with aspects of work or relationships (Fay & Kline, 2011) that reinforce
feelings of dissatisfaction about teleworkers’ jobs or with the Division (Fay & Kline,
2011). Gossip from coworkers can lower morale and productivity for teleworkers
(Michelson & Mouly, 2002).
Interestingly, Saari & Judge (2004) found that including employees in decision making
increases work happiness, improves attitudes, and improves overall Division al
performance. Involvement, development of plans, and participation in the implementation
or action has shown to have the most impact (Saari & Judge, 2004). The increased sense
of self-worth and contribution to the overall good of the Division improves the
employee’s attitude and increases job satisfaction impact (Saari & Judge, 2004).

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2.3.4. Supervisor-subordinate communication

According to Drucker (1992) and Mintzberg (1990) managerial roles are strongly
determined by communication and they imply communication. The manager fulfills
his/her roles through communication. Most of the research on internal communication in
an Division deals with managerial communication. Communication scholars have
determined the communication styles, channels, media and skills which should be used in
successful running of a business. Those cover among others the ability to use feedback,
active listening, controlling emotions, the use and awareness of nonverbal
communication (Robbins, 2005), the ability to express the ideas clearly in writing and
speaking, the choice of a proper communication medium, etc.
Since the turn of the century the research on communication has intensified. Goris,
Vaught and Pettit studied the moderating influence of communication direction on the
Job Characteristics Model. JCM proposes that the relationship between job characteristics
and work outcomes is moderated by employee’s growth need strength (GNS), a measure
of employee’s desire to obtain growth satisfaction from their work.
The JCM implies that when individual’s GNS is matched with job scope or job
characteristics, i.e. higher individual-job congruence is achieved, higher performance and
satisfaction will result. They indicated that downward communication had statistical
support as both moderator and predictor of job satisfaction in low individual-job
congruence situations. So if there is no match between job characteristics and employee’s
desire to grow it is the downward communication that can make a difference in keeping
the employee satisfied (Goris, Vaught and Pettit, 2000).
Some researchers focus their interest on managerial communications only, that is, on the
skills and behaviour of the supervisors. This is the manager and his communication skills
that have a direct influence on employee job satisfaction. Kim’s study explored the
relationship between participative management in the context of the strategic planning
and job satisfaction in local government agencies. Participatory management practices
balance the involvement of managers and their subordinates in information-processing,
decision-making, or problem solving. Having surveyed over 1,500 employees in

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Nevada Kim found out that participative management that incorporates effective
supervisory communications can enhance employee’s job satisfaction, i.e. the employees
who believed they had effective communications with their supervisors in their work
units were more likely to express higher levels of job satisfaction.
The research also showed that supervisor’s listening skills were perceived as crucial in
assessing the effectiveness of supervisory communications (Kim, 2002).
Sullivan’s Motivating Language Theory (MLT) hypothesizes that superior’s use of
motivating language, including perlocutionary or direction giving, illocutionary or
sharing feelings, and locutionary or explaining culture, would have positive impact on
key worker productivity and processes outcomes including performance and job
satisfaction. His theory triggered further research on the subject (Sullivan, 1988). In the
US, Mayfield and Mayfield studies throughout many years (Mayfield and Mayfield,
2009) have proved Sullivan’s MLT that strategic applications of leader oral
communication have positive measurable effects on subordinate performance and job
satisfaction. The Motivating Language Theory is further developed by Sharbrough,
Simmons and Cantrill study which indicates a clear and easily identifiable link between
ML, subordinates’ satisfaction with leaders communication, perceived supervisory
communication competence, perceived leader effectiveness, and employees’ satisfaction
(Sharbrough, Simmons and Cantrill, 2006).
In Madlock’s research supervisors’ communication competence accounted for the
greatest variance and was found to be the greatest predictor of employee job satisfaction.
His findings provided an association between communication, leadership and employee
job and communication satisfaction (Madlock, 2008). This supports the research findings
of Pincus, who indicated that the behaviours of supervisors have an important influence
on their employees’ job satisfaction (Pincus, 1986).
Phillipe, Helping and Koehler recognised managerial communication as important
determinant of employee perception and behaviour. Their survey found a statistically
significant connection between employee job satisfaction and the success of
management’s communication with employees. Their research is valuable for
recognizing managerial communication to be at the centre of employee satisfaction and
identifying six areas of communication that were found to be critical to employee

xviii
satisfaction. The areas are following: providing feedback, explaining the vision,
clarifying the reasons for change, communication of reward systems, differences between
words and actions of a manager, and whether the communication of the vision guide the
employee’s actions (Phillipe, Helping and Koehler, 2009).
In their most recent study Madlock and Kennedy-Lightsey examined 200 fulltime
working adults. The findings of the study confirmed their prior research indicating
positive relationships between mentoring behaviour of supervisors and their
subordinates’ job satisfaction. Mentoring is seen not only as teaching the protege; the
term implies a broader and longer interest in the lives of proteges, such as sponsoring,
encouraging, counseling, and role modeling. The results indicated also that supervisors’
verbal aggression was a greater negative predictor of subordinates’ outcomes than was
mentoring a positive predictor, supporting the presence of a negativity bias in the
supervisor-subordinate relationship. A negativity bias is described as a condition in which
the psychological impact of negative events tends to be longer lasting and have a greater
influence on a person’s state of mind than do positive event (Madlock and Kennedy-
Lightsey, 2010). Therefore, the effects of a verbally aggressive supervisor will likely
have a greater negative impact on an employee’s well-being than would a positive event,
such as mentoring.
Duhan researching the role of managerial communication in sales teams proved that
communication quality is positively associated with salesperson satisfaction with
communication, and in turn, salesperson communication satisfaction is positively related
with the salesperson’s job satisfaction (Johlke and Duhan, 2001). Albrecht and
Travalione’s (2003) results reveal that effective Division al communication and job
satisfaction are the elements of trust. Also Goris, Vaught and Pettit supported the
importance of trust as the predictor of employees’ job satisfaction and performance
(Goris, Vaught and Pettit, 2003). Sollund carried out her research on mechanistic and
organic forms of Division s and their influence on job satisfaction and commitment. She
suggested that the organic form of Division has assets the mechanistic type of Division
lacks (such as flexible forms of communication), which facilitates offers of promotion,
and other work values which produce work satisfaction and work commitment (Sollund,
2006). Zeffane researches the impact of job satisfaction on commitment at the same time

xix
 proving the significance of communication environment and trust for both (Zeffane,
2009).

2.3 Level of Division performance

There are several methods that have been put forward for measuring Division al
performance at employee and Division al level. One group of performance measures who
are traditional are financial and accounting based and these were based on the assumption
Division performance is only measure in quantifiable units. These financial measures
include income or sales from operations, rate of return on investment and residual income
(Warren et al., 2008). Without disregarding the merits of the financial and accounting
measures in assessing performance, the fact that they were cost based and backward
looking provided little motivation (Manzoni & Islam, 2009). There are now new
enhanced metrics to measure performance being adopted by financial specialists and
these include measures such as activity based costing and economic value added
(Beheshti & Beheshti, 2010). Another recent concept to measure performance is that
balance scorecard.

According to Manzoni and Islam (2009), the balance scorecard is a set of various
performance measures of a company. In addition to financial performance, a balance
scorecard normally includes performance measures for customer services, innovation and
learning, and internal processes. For example, performance measures for customer
service consist of the number of customer complaints handled, the number of repeat
customers, efficiency of service delivery and quality of customer services as well as
change/improvement in job skill level. Customer surveys can also be used to get together
measures of customer satisfaction with the company as compared to competitors although
this not common used. The performance measures of internal processes take account of
the length of time it takes to manufacture a product or process a service as in service-
based organisation and these need more time to track down and assess.

Njihia et al. (2013) highlight Division al performance measurement as one of the tools
which help firms in monitoring performance, identifying the areas that need attention,
enhancing motivation, improving communication and strengthening accountability.

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 Performance is equivalent to the famous 3Es, that is, economy, efficiency, and
effectiveness of a certain program or activity (Javier, 2007). Daft (2010) defined Division
al performance as the Division 's ability to attain its goals by using resources in an
efficient and effective manner. Division al performance is the ability of the Division to
achieve its goals and objectives (Sok, O‘Cass & Sok, 2013) Performance can be assessed
based on information obtained through primary resources or secondary resources. In
general, performance can be measured taking into consideration two types of
performance: financial performance and non-financial performance (Jarad, 2010).

Kiragu (2009) highlights Division performance in terms of four perspectives which are
the financial, customer, internal processes and innovativeness. The financial perspective
identifies the key financial drivers of enhancing performance which are profit margin,
asset turnover, leverage, cash flow, and working capital (Odhuno & Wadongo, 2010).
The customer focus describes performance in terms of brand image, customer
satisfaction; customer retention and customer profitability. Njihia et al. (2013) assert that
the only worthy performance measure is financial performance because of its value to
shareholders, executives and the market. This measure is an indicator of Division al
success and sustainability because it is the reason for the existence of firms. On the
contrary, Ittner & Larcker (2009), claim that a firm‘s performance should not be
measured by financial performance but also operational and market indicators. Non-
financial measures have been deemed to be more effective in motivating managerial
performance because they are more reflective of the overall corporate strategy (Banker et.
al., 2012).

Taljaard (2003) indicated that, performance can be measured by the performance

appraisal and it was broadened to include the management tools. Performance can also be
measured in terms some output produce such as the quality or quantity of job, job design
and others (Jalaini, 2013). Furthermore, Taljaard (2003) also claimed that there are some
researchers quoted that the job performance should be designed in order to achieve the
Division al objective.

2.4 Relationship between Division al communication and performance

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 Several studies emphasize that effective communication can enhance Division al
outcomes (Garnelt, Marlowe, & Pandey, 2008; Pandey & Garnelt, 2006).
Communication influence on the perception and opinions about persons, communities,
Division s, governments, and even society. As a managerial tool, communication is
frequently expected to share information with members, to coordinate activities, to
reduce unnecessary managerial burdens and, rules and ultimately to improve Division al
performance. (Eunju Phd, 2009).

Kukule (2012) in” Internal communication crisis and its impact on Division ’s
performance” cited that the importance of symmetry has been marked by Gruning and
Hunt, describing symmetric communication as a source and a recipient which cannot be
separated but are equal participants of a communication process seeking (striving for)
mutual understanding and proportional two-way effect (Grunig, Grunig A. Larissa,1989).
The research work, carried out under the auspices of the paper, points at the lack of
symmetric approach in internal communication, which is marked by the research
participants (not representing the dominant coalition) as an important cause of the
problem and of crisis in the Division .
He opined that lack of leadership, unclear managerial style and incomprehension of
employees’ need for information created a fundamental problem in the Division ’s
internal communication.. Furthermore, the role of informal communication and “grape-
vine telegraph” in an Division ’s communication is viewed as one of crucial factors
influencing Division ’s operations and may become a threat to an Division .
He further suggested that Division al crisis may not only be caused by external conditions
which are difficult to control for an Division , but also by internal factors which are
closely linked to communication problems in the Division .

2.5 Summary

The studies by the foresaid scholars were conducted in different geographical regions
among communities with different socio-economic conditions and not Uganda and Njeru

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 Central Division in particular. Therefore there is need to carry out further research on the
impact of Division communication on employee performance at Njeru Central Division
so as to answer the research questions.

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter contains the tools and methods that were used to carry out the research, how
data will be collected, analyzed, interpreted and presented. This chapter describes the
research designs, sources of data, data collection methods, study populations, sampling,
data as well as the limitations’ of the study.

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3.1 Research design

According to Mugenda & Mugenda, (2003), “Research design refers to the way the
research is organised/developed i.e. the technique used to carry out the research”. The
study will use a descriptive survey which pursues to find information that best explains
the current occurrences by querying subjects about their perceptions, attitude, behaviour
or values (Mugenda & Mugenda, 2003). Descriptive research portrays an accurate profile
of persons, events, or situations. This design describes the characteristic of the population
or phenomenon. The design is deemed to portray clear pictures of the correlation between
Division al communication and Division performance of Njeru Central Division.

3.2. Study population

Hair (2003) defines population as, “an identifiable total group or aggregation of elements
(people) that are of interest to a researcher and pertinent to the specified information
problem”. According to Kothari (2006), population refers to the, “entire group of
individuals, events or objects that have a common observable characteristic. It refers to
all elements that meet certain criteria for inclusion in a given universe”. The target
sample size of this study is 100 members at Njeru Central division head offices.

3.3 Sampling design

According to Amin (2003), sampling is the process of selecting elements from a
population in such a way that the sample elements selected represent the population. The
study will consider sampling because it is difficult to get the information from all the
Division as a whole taking on all administrators, managers and employees.
3.3.1 Sample size
Being aware that there would be no significantly better results attained through a censure
of the entire study population, the researcher will use a simple random sampling
technique and will particularly select a sample size of 80 respondents from a total
population of 100 people. This will involve the town clerk (1), department managers (5),
and Councilors (74) employees. (Krejcie, R. V., & Morgan, D. W. (1970). This makes a
sample size of 80 respondents.

Table 1: Showing the composition of the sample frame

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 Category Number of Frequency Sample size (%)
respondents
Town Clerk 1 1 1.25
Department managers 9 5 6.25
Councilors 90 74 92.5
Total 100 80 100

3.3 Data sources

3.3.1 Primary data source

Primary data is original data collected by the researcher for the research problem at hand
(Yin, 2003). This will be mainly obtained from the responses of respondents to semi
structured interviews and participant observation recordings. The primary data the
researcher will collect include numbers and figures from interviews from both the
managers and employees of Njeru Central division.

3.3.2 Secondary data source

The secondary sources of data refer to data collected by a person or researcher other than
the user of the information (Lindstrom, 2010). This study information will be collected
from relevant materials and other documented relevant information from Njeru Central
division such as available handbooks, annual reports, stock cards, and other relevant
information from the Division ’s website, blogs, journals, newsletters and other
documented materials.

3.5 Data collection methods

These involve methods for primary data collection and secondary data collection.
Primary data collection methods. These will be used to collect raw data direct from the
field. The study will be based on questionnaire and observation methods.

3.5.1 Questionnaire
Sekaran (2003), defines it as a pre-formulated written set of questions to which
respondents record their answers, usually within rather closely defined alternatives. The
researcher will therefore distribute written questionnaires to the respondents who will
answer the questions accordingly. The questionnaires will secure and standardized results
will be tabulated and treated statistically. The reason for using this method of data

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 collection is because the responses will be gathered in a standardized form. The
questionnaires are also more objective relatively quick and time saving to collect
information using the questionnaire.

3.6 Reliability and validity of the research Instruments

3.6.1 Reliability of Instruments

The internal consistency of a measurement scale could be determined in many ways, but
the most frequently used is the Cronbach’s coefficient alpha. The value of 0.7 is deemed
acceptable, depending on the nature and purpose of the scale as cited by Pallant (2013).
This will be used as the measurement index and of the pilot, the value was 0.81. This
should be higher than the reliability of the final data presented.

3.6.2 Validity of Instruments

Confirmatory Factor Analysis (CFA) will be conducted using maximum likelihood
estimation, to validate the Division communication factors which include
Communication channels, Communication environment, Supervisor-subordinate
communication, Communication management (Tefera et. al., 2017).

3.7 Data processing and analysis

Data collected will be processed both manually and by machine through Microsoft Excel
Program. This will involve editing, summarizing and coding of the data. The researcher
will further edit and tabulate the collected data. Each questionnaire will be ranked for
consistency, accuracy, and completeness. Editing will be carried out to direct any
inconsistence in the collected data. The researcher will reduce the data into frequencies,
tables and percentages for ease of analysis.

3.7 Limitations of the study

Financial problems, the research might be expensive in terms of transport fairs,
questionnaires and the entire administration costs.

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 The time factor due to Covid-19 lockdown. The time allowed to the researcher to gather
data is enough considering the fact that some respondents do not prioritize the study and
the time required in order to have gathered realistic information.

3.9 Ethical consideration

It is crucial that all researchers are aware of research ethics. Ethics relate to the researcher
who is conducting the study and should be aware of basic responsibilities and obligations
and the respondent who has an obligation to cooperate and be truthful to a survey or
interview. (Sekaran, 2013) The study therefore was conducted with fairness and justice
by eliminating all potential risks. Respect for persons involved was obtained as they will
have the right to choose to either participate or not. Confidentiality and anonymity of
respondents was highly considered as well as informed consent. After a full explanation
of the nature of the study, participants will be asked to give either verbal consent of their
willingness to participate in the study.

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 CHAPTER FOUR

PRESENTATION, INTERPRETATION AND ANALYSIS OF FINDING

4.0 Introduction

This chapter presents the research findings and their interpretations. Distribution tables
and percentages were used to present the findings. The findings were presented in
relation to the research objectives.

4.1 Questionnaire Response Rate

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 The study response rate was 72% as shown in table 1 below majority of the completely
filled questionnaires were by the respondents under the conventional study mode; only
42% of the completely filled questionnaires were by the employees of Njeru Central
Division .

Table 2: Questionnaire Return Rate

Location Response Rate

Frequency Percent Valid percent

Top leaders 8 7.4 8
Lower leaders 20 22.2 22
Civil servants 72 70.4 70
Total 100 100 100.0

4.1 Characteristics of respondents

This section shows the percentages of the various specifics of the respondents that were
used and contacted by the researcher during the process of the study and it was found out
from the study that most of the respondents were civil servants who comprised 70.4%

4.1.1 Gender of Respondents in Percentages

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 Genderer of respondents
70
60
50
40
30
20
10
0
Male Female

Figure 2: Gender of Respondents

Source: Primary Data, (2020)

The results in the table above highlights the distribution of the respondents across gender
lines. It shows the population of the respective respondents who participated in answering
the research questions. The findings from table 2 above show that 64.8% were Males
respondent’s whiles as the remaining 35.2% were female respondents. This shows that
study was not gender balanced.

4.1.2 Age Groups of Respondents in Percentages

Table 3: Age bracket of respondents

Age Group Frequency Percent

18-20 0 0

20-25 38 37

26-30 56 55.5

0 6 7.4

Total 108 100.0

Source: Primary Data, (2020)

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 From the table above, it shows that most of the respondents representing 55.5% were
between 26 - 30 years followed by those with 20-25 with 37% and those with 30+ who
had 7.4%. This shows that the research had respondents of relatively young age.

4.1.3 Education level of respondents in percentages

Table 4: Level of education of respondents

Level Frequency Percent

Certificate 6 7.6

Diploma 18 18.5

Bachelor’s 64 60.1

Master’s Degree 12 13.8

Total 100 100.0

Source: Primary Data, (2020)

According to table 3 above, it is seen that 60.1% of the respondents were educated up to
Bachelors level, followed by those with 18.5% with Diplomas and lastly 13.8% with
master’s degree this means that the researcher considered the level of education when
selecting respondents to participate in the survey. This was a key factor given the fact that
the survey was to be administered through the questionnaires besides obtaining quality
data.

4.1.4 Work Experience respondents

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 The respondents were asked to state their work experience and below are the responses;

Table 5: Work experience of respondents

Work experience Number Percent

Less than a year 4 4.6

3-4years 56 55.5

4-6 years 26 25.9

Over 6 years 14 13.8

Total 100 100.0

Source: Primary Data, (2020)

Table 4 above clearly indicates that majority of the consumers of the Njeru Central
Division at 55.5% were between 3-4years, followed by those with 4-6 years the 25.9%
and 13.8% who were over 6 years and lasts 4.6% were less than a year. This implies that
majority of the respondents had not stayed at the Division for a long time.

4.2 Different barriers of communication at Njeru central Division

The first objective of the study was to identify the different barriers of communication at
Njeru central Division. Different barriers were assessed using 8 items related to
constructs. The table below shows the response (%) from each respondent in respect
with the items and also shows the average index.

Table 6: Different barriers of communication at Njeru central Division

Responses (%)
Items SA A N SD D
Selective Listening N 23.9 57.5 12.4 2.7 3.5

Distraction 100
19.5 50.4 20.4 2.7 7.1

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 Time Pressure 100 12.4 30.1 30.1 4.4 23

Communication Overload 100

15.9 39.8 30.1 3.5 10.6

Information Distortion 100

22.1 31.9 33.6 0.9 11.5
Rationalization 100
22 58 10 4 6
Prejudice 100
12 33.4 22.5 20.7 11.4
Other’s attitude or mood affect my attitude 100
21.5 48.5 20.4 2.5 7.1

Average index of items on social media marketing =3.6

Note. SA. Represents Strongly Agree, A. Agree, N. Neutral, D. Disagree, SD. Strongly
Disagree

A mean estimate of 3.6 in the result according to table 7 shows a moderate level of
Barriers to effective communication at Njeru Central Division. Rationalization was at
80% noted as the key barrier to effective communication which was closely followed by
Selective listening was noted and was considered highly in aspects like distraction and
selective listening as role played in barrier to effective communication (79%) followed
by the attitudes and moods of an individual (53%), the information distortion a and
communication overload (51%). It was then seen to be low in visual aspects and timely
deliveries of the messages to employees (39%).

4.3 Level of organizational performance at Njeru Central Division.

The second objective of the study was to assess the level of organization performance
with emphasis on Njeru Central Division .the objective was assessed using was
assessed using 8 items as shown in table 8, the response is in percentage per item and
shows the average index too.

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Table 7: Descriptive summary of items on organizational performance

Items N Responses (%)

SA A N SD D
I am able to meet my target periodically. 100 24.8 54.0 9.7 2.7 8.8

My supervisor shares important information within the 100 22 58 10 9 1

office
I am satisfied with my job 100 13 37 20 22 8

I am able to sensitize taxpayers on their rights and 100 8.8 44.2 34.5 0.0 12.4
obligations
I have been provided with all the tools I need for my 100 14.2 36.3 31.0 1.8 16.8
work
How would you rate the level to which you are able to 100 10.6 40.7 25.7 3.5 19.5
provide input into processes and procedures
I am able to provide best service to my clients at the 100 11.5 27.4 23.0 10.6 27.4
division.
I am able to uncover underpayment of taxes by local 100 13.3 38.1 26.5 5.3 16.8
government clients
Top management allow feedback from low 100 14.2 36.3 31.0 1.8 16.8
employees without going through their supervisor
Average index of factors influencing consumer buying behavior = 3.4

Note. SA. Represents Strongly Agree, A. Agree, N. Neutral, A. Agree, and SD. Strongly
Disagree

A mean estimate of 3.6 according to the results in table 8 shows a moderate level of
organizational performance at Njeru Central Division. Particularly meeting the targets
periodically was highest in aspects such as the way employees at the organization s follow
what is communicated in meetings and other avenues and hence meeting their targets (81%),
supervisor sharing information for effective performance. (80%), sensitizing license
clients about their duties and (62%) and how consumers organize purchasing and
leisure time (54%). The least item was the way how the division provides all the
necessary tools for effective operation i.e. delivering on their promised communicated

xxxiv
 earlier on (42%).

4.4 The relationship between organizational communication and organizational

performance of Njeru Central Division

The relationship between organizational communication and organizational performance

at Njeru Central Division was assessed using 8 items related to constructs and this section
gives the average index, number of respondents per item and percentage frequencies of
each response made by all the 100 respondents for this study. This is discussed as seen in
the table 9 below.

Table 8: Descriptive summary of items on social media on consumer buying decision

Responses (%)
Items N
SA A N SD D
You think that people in this Division say what they mean 100 56.6 33.6 1.8 4.4 3.5
and mean what they say
Employees of the Division are encouraged to be really 100 15.9 46.0 24.8 2.7 10.6
open and candid with each other
People in this Division freely exchange information and 100 14 36 22 18 10
opinions
You are kept informed about how well Division vision , 100 22.3 33.7 20 10 10
mission , goals and objectives are being met
You receive information from the sources that you prefer 100 32.1 11.9 30 16 10
(e.g. from your superiors, department meetings, co-workers,
newsletters
Top management is providing you with the kinds of 100 20.4 43.4 22.1 3.5 10.6
information you really want and ne
The information you receive from other department is 100 33.6 49.6 11.5 1.8 3.5
consistently reliable
Communication from other management is detailed and 100 14.2 34.5 17.7 11.5 22.1
accurate
Average index of social media on consumer buying decision = 3.8

Note. SA. Represents Strongly Agree, A. Agree, N. Neutral, D. Disagree, and SD.
Strongly Disagree

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A mean estimate of 3.8 according to the results in table 9 above shows a moderate level
of influence between the organizational communication and organization performance at
Njeru Central Division limited. The information flow at the Division was seen highest in
items like how important promotions of organization performance (90%), coherent
communication from top management this enables the low employees relate what want to
obtain important information about issues affecting the division (83%), and wanting to
say what they mean (64%). Frequency of the employees being open and candid was to be
seen low in encouraging and influencing organizational performance (49%).

Table 9: Showing correlation between social media marketing and consumer decision
process

Variable Organizational Organizational

communication performance

Organizational Pearson Correlation 1.000 0.721

communication

Organizational Pearson Correlation 0.721 1.000

performance
Source Primary data

The results in table 10 shows strong appositive correlation of 0.721 which indicates that
the two variables are strongly and positively correlated. This implies that rise in
organizational communication can lead to rise in organizational performance at Njeru
Central division Decision, all other factors constant. The findings are consistent with
evidence in the literature by Wheat and Dodd, (2009) that the two are positively
correlated.

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 CHAPTER FIVE:

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

The chapter considers the findings of the study done with specific reference to the
objectives and research questions being used as units of analysis. Data was interpreted
and the results of the findings were correlated with both empirical and theoretical
literature available. The conclusion relates directly to the specific objectives/research

xxxvii
 questions. The recommendations were deduced from conclusion and discussion of the
findings.

5.1 Summary of Findings

The study sought to establish the effect of social media on consumer purchasing decision
process a case study of Njeru Central Division.
The specific objectives of the study were: to identify the barriers which affect effective
communication Njeru Central Division, to establish the levels of organization
performance at Njeru Central Division, to find out the relationship organisational
communication and organization performance at Njeru Central Division.

The study was a case study of the organizational performance of Njeru Central Division
where employees and customers were targeted. This study determined the role of
effective communication on organizational performance using Njeru as a case study.
Specifically, the study examined the communication systems available in Njeru. It also
measured the organization performance of employees at Njeru. This research relied on
primary data which was collected using a semi-structured questionnaire which contained
close ended questions. The findings of the study were arranged in their objectives as
shown below;

5.1.1 Barriers and breakdowns in the communication

Findings from chapter four revealed that Njeru Central Division uses both formal and
informal types of communications. But majorly uses formal methods like direct
communications like , proxies and written social media communication like face-to-
face, telephone, written (memos), emails/internet . The study hence noted that, barriers
and breakdowns in the communication systems of Njeru were also identified. Primary
data was adopted.

5.1.2 Organizational performance of employees at Njeru Central Division

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 It was also generally evident that employees of Njeru central Division perform well.
This is because they are able to meet their targets periodically, sensitize taxpayers on
their rights and obligations and provide the best clients care. In addition, Njeru central
Division employees are able to uncover underpayment of taxes by clients as well as
maximize voluntary compliance among taxpayers in order to widen the license tax.

Moreover, it can be generally inferred from the results that different indicators of
employee performance correlate with different measures of effective communication

5.1.3 Relationship between social media on consumer buying decision process of Njeru
Central Division

Using the correlation analysis, the study established a significant positive relationship. It
showed a correlation of 0.721 which indicates that the two variables that is to say Social
Media Marketing and Consumer Buying Decision are strongly and positively correlated.
This implies that rise in Social Media Marketing can lead to rise in Consumer Buying
Decision, all other factors constant. The findings are consistent with evidence in the
literature by Wheat and Dodd, (2009) that the two are positively correlated.

5.2 Conclusion

This study investigated the role of organizational communication on organizational

performance a case study of Njeru Central division . Specifically, it examined the
communication systems, measured the organizational performance of employees, and
identified the most useful channel of communication from the employee point of view,
and identified barriers and breakdowns in the communication systems of the
organization. Finally, it determined the relationship between organizational
communication and organization performance. Primary data was employed and a sample
of 100 employees at the Division were purposively selected.
From the results, the communication systems frequently used included face-to-face,
telephone, written memos, email/internet and grapevines, with the most useful channel of

xxxix
 communication being face-to-face. The Division employees also largely performed well.
Selective learning, distraction, time pressure, communication overload, information
distortion, rationalization, and prejudice are identified as barriers and breakdowns in
communication systems. Finally, employees’ performance was found to correlate with
organizational communication. The results proved the significance of communicating
with consistency, concreteness and completeness on the performance of employees in
Njeru.

5.3 Recommendations

Some of the recommendations that can be made as results of the findings of this study
and the following are some of the recommendations.

The correlation found between measure of organizational communication and

performance implies there should be improved efforts at ensuring information provided
by management are thorough and understandable. Moreover, other channels of
communication such as the use of notice boards can be explored. In addition,
email/internet communication must be improved.

The fact that face-to-face is considered a more useful channel of communication provides
a unique opportunity for management to involve the grassroots in the formulation of
policies as well as in decision-making. This will ensure employees feel valued and also
elicit commitment to the implementation of decisions taking in order to achieve set goals
and objectives.

Purpose of communication must be thoroughly analyzed; when planning communication,

consultation should both be top down and bottom up, and all facts must be implicit and
explicit; purpose of communication must be thoroughly analyzed; when planning
communication, consultation should both be top down and bottom up, and all facts must
be implicit and explicit.

xl
 Organizational performance can be further enhanced if bottlenecks in the communication
systems are either removed or kept at their least. Particularly, information distortions
caused by omissions and exaggerations must be addressed by both management and
subordinates. There should be fewer distractions during communications in order to
reduce or remove selective learning. Added to this, management must avoid
communication overload because it reduces clarity in communication. Even though open
and candid communication is encouraged, it is recommended that such communications
come with courtesy and consideration, and without malice or prejudice.

Finally, feedback must be encouraged. Information flow should not only be downward
but must be upwards too. This will result in understanding, compatibility, display of
positive behaviors, and smoothness of communication, produce positive outcomes, elicit
positive non-verbal communication, and ensure employees adapt to messages
communicated.

APPENDIX 1: QUESTIONNAIRE

MAKERERE UNIVERSITY BUSINESS SCHOOL

SURVEY QUESTIONNAIRE

Dear respondent;

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I am BABIRYE MARY FRANCES, a student from Makerere University Business School
pursuing a bachelor’s degree of international business. I am currently carrying out impact of
Division al communication on Division performance a case study of Njeru Central division

The information obtained from you will be confidential and will only be used for academic
purpose only. I therefore kindly request you to answer the following questions. Thank you in
advance.

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SECTION A: GENERAL INFORMATION
A1: Gender

Male Female

A2: Age group

Code 1 2 3 4
Age group 18-20 20-25 26-30 +30
Tick

A3: Level of Education

Code 1 2 3 4 5
Level Certificate Diploma Bachelor’s Master’s PhD
Degree Degree
Tick
A4: For how long have you worked with Njeru Central Division?

Status Less than a year 3-4years 4-6 years Over 6 years

Tick

Please take a few moments to let us know about service quality and business performance at
Njeru Central Division

Section B : Barriers and Breakdowns in Communication Systems

To what extent do you agree or disagree to the following factors as barriers and breakdowns in
communication systems of Njeru Central Division Indicate your choice by marking under the
options given

1-SA 2-A 3-N 4-D 5-SD

Statement 1 2 3 4 5

Selective Listening 1 2 3 4 5
Distraction 1 2 3 4 5

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Time Pressure 1 2 3 4 5

Communication Overload 1 2 3 4 5

Information Distortion 1 2 3 4 5

Rationalization 1 2 3 4 5

Prejudice 1 2 3 4 5
Other’s attitude or mood affect my 1 2 3 4 5

attitude
I often you socialize with work friends 1 2 3 4 5

outside of work

Section C: Organization performance Njeru Central Division

To what extent do you agree or disagree to the following statements as indicators to your
performance at Njeru central division? Indicate your choice by marking [√] under the options
given

Statement 1-SA 2-A 3-N 4-D 5-SD

I am able to meet my target periodically. 1 2 3 4 5
My supervisor shares important information within the
office
I am satisfied with my job
I am able to sensitize taxpayers on their rights and 1 2 3 4 5
obligations
I have been provided with all the tools I need for my work
How would you rate the level to which you are able to
provide input into processes and procedures
I am able to provide best service to my clients at the 1 2 3 4 5
division.

I am able to uncover underpayment of taxes by local 1 2 3 4 5

government clients

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I am able to maximize voluntary compliance among 1 2 3 4 5
license payers to widen the tax net.

Top management allow feedback from low employees without 1 2 3 4 5

going through their supervisor

Section C: Relationship Between organization communication and organization

performance

Indicate the extent to which the following statements apply to Njeru Central Division
Respond by using this scale of 1-5.

Where; 1-strongly agree. 2-Agree. 3 - Neutral. 4-Disagree 5-strongly disagree

Statement 1-SA 2-A 3-N 4-D 5-SD
You think that people in this Division say what they 1 2 3 4 5
mean and mean what they say
Employees of the Division are encouraged to be really 1 2 3 4 5
open and candid with each other
People in this Division freely exchange information and 1 2 3 4 5
opinions
You are kept informed about how well Division vision , 1 2 3 4 5
mission , goals and objectives are being met
You receive information from the sources that you prefer 1 2 3 4 5
(e.g. from your superiors, department meetings, co-
workers, newsletters
Top management is providing you with the kinds of 1 2 3 4 5
information you really want and ne
The information you receive from other department is 1 2 3 4 5
consistently reliable
Communication from other management is detailed and 1 2 3 4 5
accurate
Most of the information you receive from your manager 1 2 3 4 5
is detailed and accurate

Thank you for your time.

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Appendix II Morgan’s table for sample size

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