Full Project – EVALUATION OF COMMUNICATION MANAGEMENT OF EMPLOYEE PERFORMANCE
TABLE OF CONTENT
|List of Table||–||–||–||–||–||–||–||–||vii|
|Table of Content||–||–||–||–||–||–||–||viii|
|CHAPTER ONE: INTRODUCTION|
|1.1||Background of the Study-||–||–||–||–||–||1|
|1.2||Statement of the Problem-||–||–||–||–||–||4|
|1.3||Objectives of the study||–||–||–||–||–||–||5|
|1.5||Statement of Hypothesis- –||–||–||–||–||–||6|
|1.6||Scope of the Study –||–||–||–||–||–||–||7|
|1.7||Limitations of the study||–||–||–||–||–||–||7|
|1.8||Significance of the Study-||–||–||–||–||–||7|
|1.9||Definition of Terms-||–||–||–||–||–||–||8|
|CHAPTER TWO: LITERATURE REVIEW|
|2.1||Historical||Background/Origin||of Power||Holding Company of Nigeria|
|2.2||Theoretical Framework for the Study- –||–||–||–||14|
|2.2.1||Meaning and scope of performance Communication||–||16|
|2.2.2||Benefit of Performance Communication||–||–||–||18|
|2.2.3||Working Definition of Communication||–||–||–||19|
|2.2.4||How to prepare for communication||–||–||–||–||21|
|2.2.5||Roles and Responsibilities||–||–||–||–||–||24|
|2.2.6||Effective Communication in work place||–||–||–||26|
|2.2.7||Employee Communication Needs||–||–||–||–||27|
|2.2.8||Factors affecting Performance of employees –||–||–||29|
|2.2.9||Establishing performance management system||–||–||31|
|CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY|
|3.2||Sources of Data-||–||–||–||–||–||–||–||33|
|3.2.1||Primary sources of data||–||–||–||–||–||–||33|
|3.2.2||Secondary sources of data||–||–||–||–||–||34|
|3.3||Population of the Study-||–||–||–||–||–||–||34|
|3.4||Determination of Sample Size- –||–||–||–||–||35|
|3.5||Instruction of the Study, Distribution and Collection|
|of Responses –||–||–||–||–||–||–||–||38|
|3.7||Administration of the Study||–||–||–||–||–||38|
|3.8||Method of Data Analysis-||–||–||–||–||–||39|
|CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS|
|4.1||Data Presentation and Interpretation-||–||–||–||–||40|
|4.2||Analysis of Questionnaire Returned –||–||–||–||–||40|
|4.3||Analysis of Introductory Responses-||–||–||–||–||41|
|4.4||Analysis of Research Questions –||–||–||–||–||42|
|4.5||Test of Hypotheses-||–||–||–||–||–||–||45|
CHAPTER FIVE; SUMMARY OF FINDINGS, CONCLUSION AND
|5.1||Summary of Major Research Findings –||–||–||–||54|
1.1 BACKGROUND OF THE STUDY
Communication is one of those everyday activities that we can tend to take for granted, like the air we breathe. We don’t often have to think about our breathing, it just comes naturally. And like breathing, we communicate all the time, whether we intend to or not. The words we choose, the tone of our voice, our facial expressions, all work together often subconsciously to relay messages. When communication breaks down, and the intended message is not what was received, it can become costly in terms of wasted time, productivity, and even morale. This can be particularly challenging for supervisors who must routinely communicate with their employees on issues of performance and conduct.
According to Watson (2009) newest communication survey for 2009/2010, companies that are effective communicators “have the courage to talk about what employees want to hear,” “redefine the employment deal based on changing business conditions,” and have “the discipline to plan effectively and measure their progress effectively.”
Does this really matter? Yes. The study shows that companies that communicate effectively had a 47% higher return to shareholders over a five-year period (mid-2004 to mid-2009).
Organizations eager to accomplish strategic goals establish well-defined communications strategies. A well-defined strategy is one that engages employees and aligns with the organization’s business goals Bacal (2004:2). A close tie between business, performance technology, and communication management will focus understanding and support for the direction of the organization. While various combinations of performance interventions have been developed to help build a high performing organization, they cannot be effective without a communications program. Effective communications build awareness and/or motivate to action, explain a program’s value to employees as well as solicit employee’s buy-in Bloom (2004:21)
In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to
work on certain performance areas, and show signs of improvement over time. But things don’t always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion.
This unintentional–indeed, unconscious–stress-induced habit makes it difficult to deliver corrective feedback effectively. Instead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships.
Manzoni (2002) describes two behavioral phenomena that color the feedback process–the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren’t considered) and binary (there are only two possible outcomes–win or lose). And during the feedback discussion, managers’ framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee’s circumstances rather than just attribute weak performance to a person’s disposition.
Effective communication and feedback about performance are critical to the success of an employee and to the success of the organization overall. PHCN performance communication process ensures an ongoing dialogue between employees and their managers/supervisors that:
Creates a shared understanding of goals, competencies, and other expectations that are critical for success
Fosters an environment of continuous feedback and professional development
Provides employees with the opportunity to assess their own performance Helps employees improve what they do and how they do it, thus enabling them to provide greater support to the goals of their department and units.
Performance communication is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims. Performance communication takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees(stolovitch 1999).
1.2 STATEMENT OF THE PROBLEM
Power Holding Company of Nigeria is in need of performance all the time. Power Holding Company is generally perceived by consumers and in duty analysis as a non performing company. This is because of the long period of power outage per day per week.
This means a complete transformation of PHCN’s processes and performance strategies. Performances communication management are one of the many areas of change in PHCN, Enugu.1 This leads to the question of what are employee performance communication management of PHCN, Enugu?
1.3 OBJECTIVES OF THE STUDY
The following are the specific objectives of the study:
- Find out the level of documentation of performance communication in PHCN.
- To examine the level of performance communication clarity and specificity in PHCN.
- To determine the number of channels of performance communication in PHCN.
- To estimate the level of regularity of employee performance communication in PHCN
- To assess the level of feed-back in employee performance communication in PHC.
1.4 RESEARCH QUESTIONS
The following research questions were used in the study:
- What is the level of documentation of employee performance communication in PHCN?
- What is the level of employee performance communication clarity and specificity in PHCN?
- What is the number of channels of employee performance Communication in PHCN?
- What is the level of regularity of employee performance communication in PHCN?
- What is the level of feed-back in employee performance communication in PHCN?
1.5 RESEARCH HYPOTHESES
Here, Hi and Ho below represent the alternative hypothesis and null hypothesis respectively.
Hi: The level of documentation of employee performance communication in PHCN, Enugu is significantly low.
Ho: The level of documentation of employee performance communication in PHCN, Enugu is significantly high.
Hi: The level of clarity and specificity in employee performance communication is significantly low in PHCN
Ho: The level of clarity and specificity in employee performance communication is significantly high in PHCN
Hi: The level of feedback in employee performance communication is significantly low in PHCN, Enugu
Ho: The level of feedback in employee performance communication is significantly high in PHCN, Enugu
1.6 SCOPE OF THE STUDY
The concentrated area of study was restricted to the evaluation of employee performance communication in service organization using power holding company of Nigeria (PHCN) Enugu Zone as the case study.
1.7 LIMITATIONS OF THE STUDY
Its major limitation is that the study is based on only one of the 18 PHCN companies. This means that the result of this study can only be generalized to PHCN, Enugu. Another limitation of the study is that the study is only on employee performance communication and not on the total operation of PHCN, Enugu. Finally, another limitation to the study has to do with the relative unwillingness and uncooperative attitude of some PHCN staff to give, certain information important to the study, which they believed to be confidential.
1.8 SIGNIFICANCE OF THE STUDY
The research will be beneficial to all service organization especially power holding company of Nigeria (PHCN) Enugu and their staff as it emphasized the need and encourage the establishment of policy guidelines on the efficient and effective employee performance communication.
It will help managers of various organizations to generate ideas and solution to problems based on the best way to run employee performance communication in their organization in order to achieve desired goals and objectives.
It will equally be useful to small scale business, large corporations, and universities, college of education and to the government.
It will also help researchers to know more about employee performance communication as a tool for improving employees’ performance.
Finally, it will be of great value to students as a point of reference and will equally form the basis for further research study.
1.9 DEFINITION OF TERMS
An employee of an organization is a member of that organization who contributes both physical and mental energy towards the production of the goods and services of the said organization and collects as reward wages and salaries. An employee is a member of staff. Employees have jobs, duties and responsibilities which performed individually or collectively will enable the organization to attain her objectives.
DOCUMENTATION OF COMMUNICATION:
This defines the level of employee performance communication is put in written form, published and stored.
CHANNELS OF PERFORMANCE COMMUNICATION:
The use of personalized letters, notes, e-mails, notice board etc in employee performance communication.
CLARITY AND SPECIFICITY OF PERFORMANCE COMMUNICATION:
The clarity of employee performance communication messages as passed on by the manager to the employees.
EMPLOYEE PERFORMANCE FEEDBACK:
The feedback/control level of employee performance communication. The feedback channels.
Performance implies the carrying out, execution, operation, functioning, implementation of the employee’s duties and responsibilities. It entails the ability of the staff to carry out his/her assigned functions in the process of production or service delivery.
Communication is the process of passing information and Understanding from one person to another.
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