CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Both organizations, whether public and private, rely on some means of contact to communicate their messages to their target audiences or to remind them of their entity's purpose and vision. Employees also exaggerate their job efficiency. When good contact is at its peak, this is the place to be. For example, when information about an organization's policies and practices is at its most accessible and accurate; and when the information given is sufficient, factual, and timely receives positive reviews (Kacmar et al., 2003; Neves & Eisenberger, 2012). Meanwhile, only large modern-day businesses have put a premium on good workplace communication. Any management members believe that cooperation is the easiest job for anyone to complete, but evidence has shown that this is not the case. As a result, contact will make or break an organization's life. When administrators within an organization believe that simply informing their employees of their every day routines is adequate contact, a massive dilemma arises. Two-way communication, according to Anchor (2009) and Eisenberger & Stinglhamber (2011), has a favorable effect on employees who perform profitably at work. They develop some kind of conviction about their job that satisfies their socio-emotional needs.

Puth (2002) stated that while management has reverted to using a workplace journal or magazine to communicate with workers, large relevant channels of communication are not being used efficiently. He listed the fact that he works in-house. Publications can not have any political implications for an organization's survival; instead, promoting two-way contact increases the excitement of dominating the workforce. Puth (2002) believed that by exchanging information with workers and including them in policymaking, an organization's success could be greatly enhanced This, on the other hand, restores overall staff loyalty and efficiency within an organization  Arrangement. In certain situations, the communication distance between management and workers makes employees feel untrustworthy, disrespected, or valued in their field of employment. Employees are the most important asset within an organization, according to his research, so managers must facilitate a two-way exchange of information to improve the organization’s performance as well as employee productivity. Internally, ethical coordination is required to initiate growth strategies, to consolidate resources in an efficient and cost-effective manner, and to select, cultivate, and appraise members of an organization. External contact, on the other hand, is needed to create knowledge for management to interact with their customers, such as vendors and the government, and a variety of other organizations. The importance of communication cannot be overstated; it is the king of mechanical systems that decides an organization's development in all aspects during this modern era.

1.2 STATEMENT OF THE PROBLEM

According to Harris & Nelson, "employee interaction is a primary and necessary pursuit in organizations" (2008). They went on to say that an organization's long-term viability is dependent on efficient communication among employees and that relationships grow as a result of communication. Working cultures vary greatly in terms of geography, economic growth, and social development. In this sense, some of these organizations have complicated reporting lines that are impossible for employees to follow; for example, overlapping authorities and responsibilities, leaving some subordinates more accountable than their superiors. According to studies, effective communication aids employees in coordinating operations and achieving objectives. often in the processes of socialization, decision-making, problem-solving, and change management. This means that the members of an association or organization are collaborating for the same end. Finding the most efficient channels for communicating with their constituents is a concern for most organizations.

1.3  OBJECTIVE OF THE STUDY

i. To see if there's a connection between good organizational contact and good employee success.

ii. Determine the most effective contact medium from the employee's perspective.

iii. To identify communication system barriers and breakdowns.

1.4  RESEARCH QUESTIONS  

I. What is the relationship between effective organizational communication and workers' performance?

II. How does communication improve employee performance?

III. What are the barriers and breakdowns in the communication system?

1.5 SIGNIFICANCE OF THE STUDY

The findings of the study would be useful to managements as it provides information about  their communications processes, procedure, and services.and managers will gain understanding of the impact of good communication as a result of the research.

1.6 SCOPE OF THE STUDY

Due to resource constraints, the study was limited to the collection and analysis of data in Lekki, Lagos state.

1.7 LIMITATION OF STUDY

 Availability of material and time constraints were major challenges the researcher faced will carrying out the research.

1.8 DEFINITION OF TERMS

WORK PLACE: How well an individual executes a Task, position, mission, or role is called work performance. this includes tangible things like revenue targets as well as intangible things like communication. performance Is evaluated In relation to documented responsibilities, objectives, goals, and reasonable expatiations associated with position, profession, and industry.

PERFORMANCE: Performance is the action or process of performing a task or function.

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