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Background to the Study

Communication is the mainstream of any organization. There is need for interaction and understanding between the management and employee which will bring about increase in the performance of all parties involved in the communication processor chain (Banihashemi, 2011). The author saw communication as a medium, a means to performance ends, as constitutive, or as the end in itself.Communication is a process oftransmitting information from one person to another.

According to (Stephen, 2011) communication is a critical factor in directing and mobilizing the workforce towards the accomplishment of the organizational goals or objectives. By creating understanding it enhances co-operation and promote effective performance. (Williams, 2007) noted that smart managersunderstand that for the end to be effective, straight forward communication between managers andemployees is essential. According to (Mckinney,Barker, Smith& Davis,2004)communication is essential to effectiveteam performance and communications for any organization is like blood flow in the humanbody.

Therefore any organization that understands the importance of communication uses it intheir organizational environment. Since, it ensures coordination of factors of production andmost importantly material and human elements of organization as an efficient network of changeand advancement. According to (Snavely, 2001) as cited by Robins(2006), communicationprocess is initialed through the following means the sender-encoding-the message-the channeldecoding-the receiver- noise and feedback. It is estimated that managers spend over 80% of theirday communicating with others. Since most of the basic management process-planning,organizing, leading and controlling – cannot be performed without effective communication.

The success or failure of any organization to a considerable extent depends on the efficiency of its communication process Good management recognizes the fact that it has to transmit skills and knowledge to those in the organization through its directing, controlling, organizing ability, decision making, and coordinating techniques (Nuttall and Houghton, 2010). The quality of communication skills possessed by the management of any parastatal determines the degree of accomplishment.

Communication has crucial impacts or among work groupsin that organizational communication is a channel to flowinformation, resources, and even policies. “Organizationalcommunication can be broadly defined as communicationwith one another in the context of an organization(Eunju, 2009). This type of communication, inturn, includes activities of sending and receiving messagethrough various layers of authority, using various messagesystems, and discussing various topics of interest to thegroup we belong to or the company we work for.Organizational communication research has mainly beenconducted both in the business management field and in thecommunication field; however, researchers in the publicadministration field have provided little knowledge aboutorganizational communication and its roles and effects (Eunju, 2009).

Several studies emphasize that effective communication canenhance organizational outcomes (Garnelt, Marlowe, &Pandey, 2008; Pandey&Garnelt, 2006). Effective Communicationinfluences the perception and opinions about persons,communities, organizations, governments, and even society.As a managerial tool, communication is frequently expectedto share information with members, to coordinate activities,to reduce unnecessary managerial burdens and rules andultimately to improve organizational performance (Eunju, 2009).

Performance when compared to goals and objectives. Within private or public sector differs. In aprivate sector the three primary performance outcomes are financial performance, marketperformance and shareholder value performance. However, the public sector is concerned withservice delivery, public opinion/satisfaction and distributive development of the economy. Infact, a Performance Management system aims at improving the results of people’s efforts bylinking these to the organization’s goals and objectives.

Importantly employees’ performance canbe improved by ensuring appropriate recognition and reward for their efforts, and by improvingcommunication, learning and working conditions. It is also a common practice in public sectorperformance management literature to talk about the three Es: Economy, Efficiency, andEffectiveness (Javier 2002; Gondal&Shahbaz, 2012). According to (Beirut, 2003)Performance isreferred to as being about doing the work, as well as being about the results achieved. It can bedefined as the outcomes of work because they provide the strongest linkage to the strategic goalsof an organization, customer satisfaction and economic contributions.

Jain, Apple & Ellis (2015)defines Performance is an act or process of carrying out actions and activities to accomplish anintended outcome. We live in a performance-based culture whether in our personal orprofessional lives. To achieve improvement in any given performance however, one must firstknow what defines a quality performance. It is therefore important to understand the factors thatplay a relevant role in any performance. Performance measurement is the process of collecting,analyzing, and/or reporting information on the performance of an individual, group,organization, system, or component (Upadhya, Munir, & Blount, 2014).


It can involve a reviewof processes, strategies, approaches, and parameters to track performance against intendedtargets.O’Boyle & Hassan, (2014) measured performance on bases of capabilities in carrying outobligations by personnel in an organization. Bayle & Robinson (2007) suggest there are threeprinciples that performance depends upon: the system of governance; the quality of theorganization’s network (affiliations, supporting bodies); and the positioning of the organizationwithin its particular sport.

The study refers to these principles as ‘The Strategic PerformanceMix’. At the operational level, Bayle & Robinson (2007) study suggests there are three furtherperformance issues that facilitate overall organizational performance: forms and levels of professionalization; the presence of a participatory organizational culture; and adopting apartnership approach. Performance means quality, condition, or function. According to (Shafique,Ahmad, Abbas&Hussain,2015) Organizational performance was not only the outcome it wascontinuous process of different activities. Capabilities were the effort to do activities, which werethe processes that lead to the organizational performance.

Statement of the Problem

Many industrial disputesoriginate due to failure in communication. Hence it is important to stressthat in communication, emotions, environment, psychological and technical characteristics of themedium are relevant to enhance the organizational performance. In the view of Okoye (2014),psychologically transmission goes beyond reception of information but understanding andfeedback.Most organizational conflict has been traced to breakage in communication.

In spite of the laudableroles of effective communication in improving organizational performancesspecifically in Ebonyi State Audit, it is regrettable thatsome departments pay lip service to the maintenance of effective communication systems. Change isa gradual and continuous process, giving room for inputs and adjustments. The new innovations,e-communication channels, ICT awareness and appraisal methods are good in itself but the medium and level ofcommunication is problematic.

Furthermore, the constant delay in accessing information by staff seems to limit their job performance, which could create maladministration in coordinating organizationalactivities.Therefore,performance of employees in relation with their duties and responsibilityseems to question their communication techniques in terms of performance in Ebonyi State Audit Firm.

It is upon these backdrops that this research sought to investigate the role of effective communication on organizational performance in Ebonyi State Audit.


Objectives of the Study

The main objective of this study is to determine the role of effective communication on organizational performance in Ebonyi State Audit. Specifically, the study sought to:

  1. Investigate the relationship between effective communication and employee performance in Ebonyi State Audit.
  2. Examine the good communication techniques that enhance performance inEbonyi State Audit.
  • Ascertain how communication gap affects administration structure procedurein Ebonyi State Audit.

Research Questions

The following research questions were formulated to guide the study.

  1. What are the relationship between effective communication and employee performance in Ebonyi State Audit?
  2. How do good communication techniques enhance performance inEbonyi State Audit?
  • How does communication gap affects administration structureof Ebonyi State Audit?

Research Hypothesis


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