GROUP COMMUNICATION AND EMPLOYEE PERFORMANCE; A STUDY OF SELECTED COMMERCIAL BANKS IN PORT HARCOURT, RIVERS STATE
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GROUP COMMUNICATION AND
EMPLOYEE PERFORMANCE; A
STUDY OF SELECTED COMMERCIAL BANKS IN PORT HARCOURT, RIVERS STATE
ABSTRACT
This study is about group Communication and
Employee Performance. The study examines ways that can improve the
interpersonal communication skills of employee in order to facilitate their
group communication flow and influences their job performance. The three null
hypotheses formulated for the study were tested with the aid of Chi-square
statistical tool. The findings revealed that those null hypotheses should be
rejected. The researcher concludes that: Management of most commercial banks
should provide a conducive communication environment to develop the
communication skills such as persuasion skills, listening skills and behaviour.
Communication games abilities can be used to develop the mental and physical
abilities of employees; management should change some of their communication
policies and include effective techniques, training schemes as well as the use
of modern communication gadgets and transmitting equipment’s to reduce or avoid
communication fault/failure during business transactions.
TALE OF CONTENTS
Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Abstract vi
Table of Contents vii
CHAPTER
ONE: INTRODUCTION
1.1 Background
of the study 1
1.2 Statement
of the problem 4
1.3 Purpose
of the study 5
1.4 Research
questions 6
1.5 Research
hypotheses 7
1.6 Significance
of the study 8
1.7 Scope
of the study 9
1.8 Limitation
of the study 9
1.9 Definition
of the study 11
1.10 Organization
of terms 12
CHAPTER
TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction 15
2.2.1 Job
performance 15
2.2.2 Group (small/large)
communication 16
2.2.3 Functional roles of group
members for leaders and for
Participation 20
2.2.4 Group performance management 21
2.3.1 Communication variable 22
2.3.2 Barriers to communication 25
2.3.3 Group communication and
satisfaction 26
2.4 Group
processes and job performance 27
2.5.1 Listening
behaviour 30
2.5.2 Effective listening 32
2.5.3 Types/kinds of listening 37
2.5.4 The differences between empathic
and deliberative
listening
persuasion 38
2.6 Persuasion 40
2.7 Communication
programmes techniques 43
2.8 Communication
games exercises 47
CHAPTER
THREE: RESEARCH METHODOLOGY
3.1 Introduction 53
3.2 Research
design 53
3.3 Research
population 54
3.4 Sample
size and sampling procedure 55
3.5 Data
collection method 56
3.6 Operational
measure of variables 58
3.7 Data
analysis techniques 60
CHAPTER
FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Introduction 62
4.2 Distribution
and retrieval of questionnaire 62
4.3 Research
questions 64
4.4 Analysis
of research questions 76
4.5.1 Chi-square statistical tool and
analyses 86
4.6 Statistical
testing of hypotheses 89
CHAPTER FIVE; DISCUSSION OF FINDINGS, CONCLUSION
AND RECOMMENDATIONS
5.1 Introduction 92
5.2 Findings
of the study 92
5.3 Discussion
of findings 93
5.4 Conclusion 99
5.5 Recommendation 101
5.6 Suggestion
for further research/studies 102
Bibliography 103
Appendix I 107
Appendix II: Questionnaire 109
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Performance
is one of the benchmarks by which an individual, employee, team, group,
institution or an organizational (input or/and output to an) assigned
responsibility or task is measured. Performance can be defined as “How well or
badly an individual, group, organization and so forth does a job, task or an
activity. Performance could be measured by efficiency, outcomes,/outputs,
turnover or profitability.
Rynes
et al., (2002) noted that Attributed predict performance better than the
pervasiveness of cognitive ability even though cognitive ability has been
repeatedly shown to be the predictor for new hires.
A
few scholars indicate and support the argument that General Mental Ability
(G.M.A) is a strong predictor of performance for newcomers than for experienced
employees in jobs with consistent task requirements (Farrel and McDaniel, 2001;
Keil and Cortina, 2001).
Group
(small/large) communication is multilateral rather than bilateral. That is it
takes place between a number of people, each of whom can be a speaker or a
receiver at any time, each member must be skilled at least aware of each these
basic and fundamental components.
Communication,
whether written, non-verbal or visual is the medium or channel through which
information, data, signals and so forth can reach us or be exchanged. Kirtely
Johnson et al., (2007) revealed that communication enables action and
coordination of team efforts. Hence, in that line of reasoning, we can agree
that management and communication cannot be separated.
Most
modern companies have realized to demand communicative skills from applicants…
and many organizations require employees to attend programs or training to
develop or update their writing skills, verbal expressions, etc; of which have
been identified as the essential skills in this information age
(InfoTrac/InfoWrite 2010:1).
Chong
et al, (2010) assert that when we communicate well, we gain the recipient
trust. Other scholars revealed that the interactive communication of employees
in a group have brought out organizational results; and not the mere exchange
between two or more employees (Kirtely et al., 2007). Miller (2003) also
posited that the synchronized team/group, supported by a healthy communication
environment is a primary means by which organizational decisions can be made,
strategy is developed and performance is measured.
In
recent years, a significant number of studies on organizational communication
and its relationship with employees’ job performance have been investigated.
Those researches in that communication field mainly linked between
communication and financial performance in simulated organizational teams
(Kirtley Johnson et al., (2007); Transfer of experience in groups of
organization: implications for performance and competition (Ingrams and Simons,
2002); and Language Nuances and Socio-economic Outcomes (Chong et al., 2010).
However,
little research links to how interpersonal communication skills impact
positively on the employee job performance. Other area of neglect or to lay
emphasis on is the usage of communication games/exercise to play a significant
role in the development of the mental capability of the employee to communicate
well in work situations.
This
stud attempts to fill the gap and disclose the positive impact of communication
games/exercise on an employee’s development to heighten the job performance.
Thus,
there is the necessity to use communication games/exercises to develop the
employee’s mental/physical capabilities in order to arouse their interest in
role taking/playing, building of each other’s self-confidence and to ginger
each employee to involve or contribute in decision making while working on a
group task has made this study a significant area of focus.
1.2 STATEMENT OF THE PROBLEM
Communication
is either to commune or interact effectively with others. Its aims to help each
other to identify, explore and resolve one’s communicative needs.
On
the contrary, there have been considerable confusion and frustrations during
most of our social interactions or group communication. For instance most
employees, working as a group/unit cannot communicate effectively among
themselves due to misinterpretation or misunderstanding of the message
communicated to them. In order words, most employee lack communication skills
and needs.
Globe
Newswire (2009) revealed that social isolation as well as breakdown in
communication in families, workplace, etch have become an issue.
It
has been pointed out also that group listening and expression effectiveness do
drive Effective Group Processes and lead to increased financial performance
(Kirley, et al, 2007).
The
problem at hand is to redress some of such deficiencies in the employee’s
communication skills, specifically listening behaviour and persuasive skills.
Besides, to highlight the significance of communicative games/exercise for the
employee mental/physical wellbeing or needs which, when adopted by management
will develop the employees mentally and physically and enhance their
capabilities as well as improve their job performance.
1.3 PURPOSE OF THE STUDY
The
purpose of this study is to examine the influence of group communication on
employee’s performance. Hence, this study will achieve the following
objectives:
1. To determine
those elements which impede the flow of communication among employees while
working on a task.
2. To examine
whether management organizes programmes and training exercise on communication
to enhance the performance of their employees.
3. To identify
those variables which influence the communication process?
4. To ascertain
whether persuasive skills are relevant in group communication.
5. To develop
an explanatory theory that associates listening behavior and skills as a
suitable criterion for group communication and employees’ performance.
6. To ascertain
if management use effective test batteries or criteria to evaluate their
employees proficiency while communicating and working as a group.
1.4 RESEARCH QUESTIONS
For
the purpose of identifying, ascertaining and examining the effectiveness of
group communication on employee’s performance, the researcher had developed or
formulated the questions below:
1. To
what extent can effective communication be a requisite for the performance of
employees working as a group?
2. In
what ways can relevant and viable communication programmes improve employees
communication skills?
3. How
can/has group communication influence(d) the job performance of employees?
4. How
has the function of listening behaviour and expression effectiveness impacted
on the group processes and their job performance?
5. In
what ways can individual prevent group communication fault/failures in the
attempt to relate to each other well while on a group task?
6. To
what extent can the use of communication games/exercise be beneficial to
employees while on a group task?
1.5 RESEARCH HYPOTHESES
The
hypotheses formulated below are to be tested in order to achieve the target of
the study:
H01:
The credibility of employee communication skills do not depend on managerial
communication policy reforms or/and action in the organization.
H02:
There is no significant relationship between communication training
programmes/exercise and employees development.
H03:
There is no impact of communication failures on group communication flow.
1.6 SIGNIFICANCE OF THE STUDY
This
research work, in addition to others conducted in this area, will contribute to
a reasonable amount of knowledge in academics and commerce. It will also add to
the existing reference stock of resources/materials to potential researchers.
The
result of this study will make a positive impact on business and group
communication in the banking industry.
It
will serve also as reference point where the employee’s communication skills or
group communication effectiveness have not make positive impact. Finally, it
will assist any organization which have realized the significance of using
communication games/exercises to complement the development of the mental
or/and physical capabilities of an employee to perform effectively during any
group task.
1.7 SCOPE OF THE STUDY
The
scope of this study will focus on the banking industry in West Africa; notably
Nigeria. Nevertheless, this study will not cover the entire thirty-six (36)
States and its Federal Capital Territory of Nigeria. However, it will
concentrate only on three (3) huge commercial banks in Nigeria and have their
Regional Headquarters and various branches in Port Harcourt, Rivers State of
Nigeria.
The
banks to be studied would be the Union Bank of Nigeria Plc, Ecobank Plc and
Guaranty Trust Bank Plc.
This
study will attempt to cover some of the managerial approach to group
communication; with emphasis on effective techniques that management can adopt
to lead them to the positive development of their employees communicative
skills and their general mental capabilities. Thus, to enable them work and
communicate effectively in the organization and during other outside
assignments.
1.8 LIMITATION OF THE STUDY
This
study will be narrow down and stay within certain parameters due to the
following reasons:
The
time constraint within six (6) months period for presentation of this study.
My
present financial position might not allow me to offset the monetary cost to be
incurred during the research for travel, subsistence, help with data analyses
or postage for questionnaire to many banks or other unforeseeable contingency
expenses.
The
researcher’s or my inability to gather a great deal of resources/materials and
information for the research work under study from the online libraries or/and
other relevant academic journals, published writings and textbooks from the
public and Universities Libraries.
The
difficulty or frustrations involved to gain access to many commercial banks in
rivers state. Furthermore, the likelihood of obtaining a reasonable or positive
response to questionnaire distributed.
Lastly,
the difficulty to handle large scale surveys; taking into consideration
supposed how that data would be analyzed and conclusion drawn.
1.9 DEFINITION OF TERMS
Cognitive Ability: The capability to know, understand and learn
something.
Communication:
The channel or medium through which information data, signals, etc can reach us
or be exchanged.
Communication Techniques:
The skills to be acquired by the employee or group of employees.
Conscientiousness:
An achievement striving deposition characterized by a strong sense of purpose
and a high aspiration levels.
Group:
A set of people, participants, employees working in a department etc ranging
from three (3) to considerable amount of members.
Group Communication:
A multilateral communication which takes place between a numbers of people,
each of whom can be a speaker or a receiver at any time.
Group Process:
Encompass a variety of collective and interrelated behaviour (E.g. coordinating
and communicating, confidence-building, information sharing, etc) in which
group members engage.
Listening: A process whereby we shift our listening focus
to zero in on particular sounds, which we evaluate before passing on to other
sounds.
Organizational Culture:
The basic assumption and beliefs shared by members of an organization. These
beliefs operate unconsciously and define in a basic taken-for-granted fashion,
an organization’s view of itself and its environment.
Performance: How well or badly an individual, group
or a company does a job or an activity.
1.10 ORGANIZATION OF THE STUDY
This research study has been organized in five
distinct chapters.
Chapter
one is the introduction and consist of the background of the study, statement
of the problem, purpose of the study, research questions, research hypotheses,
significance of the study, scope of the study, limitation of the study
definition of terms and organization of the study.
Chapter
two entails the review of related literature. This will be the critical review
of literature on communication in some of these areas such as Group:
satisfaction, perception, listening behaviour, skills and effectiveness,
attractiveness, expression effectiveness and persuasion skills.
Chapter
three will focus on the research methodology and encompass research design,
sample size determination/sampling procedure, questionnaire design, and data
collection method and data analysis techniques.
Chapter
four comprises of the presentation and analysis of data as well as testing of
hypotheses.
Chapter
five involves the discussion of findings, conclusion, recommendations and
suggestion for further/future research.
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