EFFECTS OF ORGANIZATIONAL COMMUNICATION STYLES ON EMPLOYEES JOB PERFORMANCE IN OGUN-OSUN RIVER BASIN DEVELOPMENT AUTHORITY (OORBDA), OGUN STATE, NIGERIA

  • S. O. ADEOGUN
  • B. G. ABIONA
  • T. D. AJAYI
  • W. AMULUDUN
Keywords: Communication styles, job performance, employees, and Ogun-Osun River Basin

Abstract

Organizations cannot exist without effective communication because the changing in social and economic atmosphere bring changes in the work settings of any organization. The study determined impact of organizational communication on job performance in Ogun-Osun River Basin Development Authority (OORBDA) Ogun State, Nigeria. Proportionate stratified random sampling technique was use to select 114 respondents which represented 35% of the total population. The study showed that majority (53.3%) of employees were male , 60.9% of the employees fall within the age categories of 20-40 years, majority (77.2%) were married, more than half (58.7%) had higher degrees. Also, the mean age of the respondents was 38.5 years. The findings also revealed that the most preferred communication channel was Face to face (x?=3.46), Memo ((x?=3.42) and Letter (x?=3.30, while the least preferred communication channels were, Facebook (x?=2.42), WhatsApp (x?=2.27 and Intranet (x?=2.0). Furthermore, the study revealed that majority of the respondents (75.2%) indicated that leaders at OORBDA deployed the use of Assertive/dominant communication styles while very few (8.3%) indicated that aggressive communication style in the organization. The inferential statistics show that significant relationship was existed between marital status (?2=12.795, p<0.00), education (?2=11.762, p<0.00) and employees job performance. Studys analysis showed that organization communication styles do not have significant effect on job performance. The study concluded that the employees who are better educated perform well on their job also, majority of leader at OORBDA deployed the use of assertive/dominant communication style in the organization. Management of the organization should ensure motivation incentives such as access to training and promotion as at when due to deserving employees are ensured to boost employees job performance.

References

Adenipebi, A.A. (2014). Effect of in-service training on job performance of frontline
extension agents in Ogun State Agricultural Development Programme (OGADEP), unpublished dissertation submitted to the Department of Agricultural Administration, College of Agricultural Management and Rural Development. Federal University of Agriculture, Abeokuta.

Ali, A. and Haider, J. (2012). Impact of internal organizational communications on employee job satisfaction- Case of some Pakistani Banks. Global Advanced Research Journal of Management and Business Studies Vol. 1(x) pp. 038-044, Available online http://garj.org/garjmbs/index.htm

Barnlund, D. C. (2008) A transactional model of communication”, in C.D. Mortensen (Ed.), Communication Theory, 2nd ed., pp. 47–57. New Brunswick, NJ: Transaction Publishers.

Dar, L., Akmal, A., Naseem, M.A. and Khan, K.D. (2011): Impact of Stress on Employees Job Performance in Business Sector of Pakistan. In Global Journal of Management and Business Research Vol. 11(6). Available online at https://globaljournals.org/GJMBR_Volume11/1-Impact-of-Stress-on-Employees-Job-Performance.pdf . Retrieved August 2015.
Gede, N. T. and Lawanson, O. A. (2011). Employees’ characteristics and job performance of staff of the Bayelsa state ministry of education. Proceedings of the International Conference on Teaching, Learning and Change. International Association for Teaching and Learning (IATEL) pp 558-564, No 6

Halis M. (2000). A research about organizational communication and communication satisfaction. Atatürk University Journal of Economics and Administrative Sciences, Vol. 14, No. 1, Pp. 217–230

Hoben K., VarleyR., and Cox, R. (2007). “Clinical Reasoning Skills of Speech and Language Therapy Students”, International Journal of Language & Communication Disorders, Vol. 42, No. 1, pp. 123–135. Retrievable online at http://discovery.ucl.ac.uk/1339188/retrieved online on January, 2015

Karakütük, K. (2011).The rules of protocol and manners: Hierarchical relationships, Ankara University Human Resources Management Department Education Notes. Retrievable online http://personeldb.ankara.edu.tr/UserFiles /File/Protokol.doc
Madjar Nora, Oldham. G. R and Pratt. M. G. (2002). There's no place like home? The contributions of work and non-work creativity support to employees' creative performance. Academy of Management Journal Vol.45.No.4. pp 757-767. University of Illinois at Urbana-Champaign

Mikoluk (2013). 3 communication styles and how they affect your business. Udemy blog. Available online at https://blog.udemy.com/communication-style

Okereke, C.I. and Nnenna, I. B. (2011).Training, manpower development and job performance: Perception and relevance among civil servants in Ebonyi State, Nigeria. Journal of Economics and International Finance. ISSN 2006-9812 ©2011 Academic Journals Vol. 3(6), pp. 399-406, June Available online at http://www.academicjournals.org/JEIF

Weihrich, H., Koontz, H., (1998).
Mened˛ment, Mate, Zagreb retrievable at http://www.wordiq.com/definition/Trade_union. Retrieved online on 15.12.2010
Published
2017-11-22
Section
Articles