Article Citation: Abubakar Musa Mijinyawa & Usman Ibrahim Abubakar (2021). Ɗ Effects of Internal Communication Channels on the Performance of Local Government Employees in North-Western Nigeria DEGEL: The Journal of the Faculty of Arts and Islamic Studies, Vol. 19, No. 1. ISSN 0794-9316
EFFECTS OF INTERNAL COMMUNICATION CHANNELS ON THE PERFORMANCE OF
LOCAL GOVERNMENT EMPLOYEES IN NORTH-WESTERN NIGERIA
By
Abubakar Musa Mijinyawa & Usman Ibrahim Abubakar
Abstract
The
purpose of the study was to determine the effects of internal communication
channels on the performance of local government staff in North-West, Nigeria.
The objectives were to: (1) determine the influence of internal memos on
workers’ adherence to policies; (2) the impact of noticeboards' messages on
staff output. Survey research design was adopted and data for the study were
collected through questionnaires. The reliability of the research instrument
was determined using Cronbach's alpha coefficient which gave the alpha result
of 0.866. The study population comprised of the 176 local government councils
in North-West, Nigeria. By using a systematic sampling technique, a sample size
of 18 local government councils was taken for the study. The sample size of 370
was determined using Godden (2004) statistical formula and distributed
proportionally among the seven states in North-West, Nigeria. Convenience
sampling was used to distribute questionnaires to the respondents. Moreover,
334 returned questionnaires were used in both descriptive statistics and
inferential analysis ran on Statistical Package for Social Science (SPSS) to
analyse data collected for the study. Findings from the mean and linear
regression analysis revealed that (a) Internal memo had positive and
significant influence on adherence to policies (β = .367, p =.000) (b) Notice
board had positive and significant influence on local government staff output
in North-West, Nigeria (β = .631, p =.000). Based on the findings, it was
recommended that local government and other organisations in a broader context
should improve the effectiveness of their internal communication channels by
providing staff with clear and timely information among others to promote their
performance.
Introduction
There is
a widespread perspective that workers performance is bound to increase when
there are well-established employee communication channels that provide
employees with information about the duties they have to perform (Titan, 2016);
yet, there is little empirical-based conclusion. Internal communication
channels are means of reaching a number of employees within organisations.
There are numerous channels of employee communication ranging from
well-established formal methods like memos, noticeboards, meetings, house
journals, personal briefings, conferences, circulars, manuals and annual
reports, to informal paths like grapevines that operate anywhere (Gupta, 2013).
Daft and Lengel (1983) in their theory of media reachness claim that task
performance will improve if the organisational communication channels are
matched to the needs of organisations’ information processing tasks.
Informative function nonetheless, is one of the essential roles of employee
communication that gives out needed information to staff through various
channels to enable them perform their duties effectively and efficiently
(Gupta, 2013). Obviously performance has been considered as the major aim for
the existence of any organisation. Most of the past researches have shown the
influence of internal communication on overall organisational performance and
have made little reference to the contribution of internal communication
channels on workers’ productivity. Generally, there are inadequate studies
conducted in Nigeria on internal communication channels and their influence on
staff performance. Most of the previous studies focused mainly on the
communication direction (downward, upward and lateral) rather than
communication channels and were conducted in Western and Asian countries. In
recognition of its widely accepted contribution to employee performance in
various settings, this study, therefore, attempts to determine the effects of
internal communication channels on the performance of local government workers
in North-West, Nigeria.
Statement of the Problem
Lack of
performance on the part of local government personnel often results in moribund
national development (Shadrach, 2014). Most organisations having poor internal
communication channels grapple with internal challenges that negatively affect
their staff performance, (Ali, 2016). Thus, maintaining good employee relations
helps reduce workplace conflict, raise staff morale and increase overall staff
performance (George, 2017), but sometimes according to Goris (2007), the
imperativeness of internal communication which is at the heart of the strategy
is overlooked (Lattimore, et al., 2007). Ideally, organisations should
effectively use their internal communication channels to promote performance
especially at the local government level where the provision of two-way
channels of communication is stipulated as forth objective of local government
establishment in Nigeria. However, while employee communication strategies are
found to be used in closing employee performance gap; the effect of internal
communication channels on workers performance at the local government workplace
remains a puzzle.
Theoretically,
however, Richard (1990) identifies memos and noticeboards among the basic four
typical downward communication channels (that can affect employee performance).
A memo is the most prevalent internal communication tools produced by
organisation to disseminate information concerning policies, rules, procedures,
instructions, directives, and responsibilities within a workplace (Gimsy,
2017). In spite of all these benefits, few studies were conducted on the
influence of internal memos on staff performance in organisations (Danjuma,
2006; Jethwaney & Sarkar, 2009). Similarly, noticeboards were found to be
used in improving employees' motivation and promoting output (Seital, 2011;
Argenti, 2007). But there is a consensus among communication officers that
noticeboards have been overlooked as a vital communication tool in
organisations ("1000liveplus. NHS. UK. 2011" in Mijinyawa, 2019). It
is against this background this sets to determine (i) the influence of internal
memo on adherence to policies, (ii) ascertain the impact of notice board on
staff output, from the perspectives of local government employees in
North-West, Nigeria.
Litereture Review
Employee
communication is a special area of public relations concerned with how public
relations professionals in corporations, counselling firms and non-profit
organisations help promote effective communication among employees and between
line employees and top management (Lattimore, Baskin, Heiman, & Toth 2007).
It involves multiple layers of communication, from employer-employee relations
to interactions among the workforce itself through different channels of
communication (Lister, 2017). According to Kennan and Hazleton (2016), internal
communication is grounded in organisational communication to promote
organisational goals and objectives. Grunig and Dozier (2002), view employee
communication as a catalyst for organisation to achieve its objectives while
performance, on the other hand, is considered as the major aim for the
existence of any organisation (Mathias & Uchenna, 2012). It is important to
note that, internal communication is known with a number of different names
that include: internal relations, employer-employee relationship, internal
public relations, employee relations, staff communication, supervisor-employee
relationships and employee communication among others (Smith, 2009; Lattimore,
et al., 2007; Okafor, 2001; Rahman, & Taniya, 2017). Internal communication
is the most crucial focus area in the study of holistic public relations as the
success of other components of public relations are largely dependent on its
outputs in the field of work (Musa, 2012).
Many
public relations executives champion a philosophy which says that all great
external public relations begin with great internal public relations (Lattimore
et al., 2007). Therefore, creation and maintenance of sound employee
communication is a prerequisite and significant factor for organisational
success, as it affects its overall performance. According to Kelchner (2017),
strong employee communication is required for high productivity and human
satisfaction as it leads to more efficient, motivated and productive employees
who in turn lead to improved organisational performance. Workforce productivity
remains a primary element for success in most organisations, including those in
government (Haenisch, 2012). Fundamentally, organisations that have invested in
employee communication programmes have experienced increases in the
productivity, and therefore the increased productivity leads to increases in
profits for the business (Brien, 2014). Thus, organisations that communicate
effectively with their workers outperform those that do not. Poor employee
communication can lead to counter-productiveness and therefore, inefficiency at
the workplace (Welch, 2012), and may consequently have devastating effects on
general organisational performance.
Performance
of any organisation to a large extent depends on the performance of its
employees (Uche, Chiedu, & Ogbonnaya, 2017). According to Nwachukwu (2015)
as cited in Uche et al., (2017), performance in the business setting means the
extent to which objectives have been or are being met. In other words,
performance refers to the degree to which organisations goals and objectives
are achieved. Employee performance is imperative for organisational outcomes
and success. Effective and efficient performance of local government councils
is largely dependent on the productive capacity, quality and adequacy of the employees
(Abbas, 2012). Moreover, employee performance is considered as the combined
output of effort, ability, and perception of tasks (Platt, 2010). Therefore,
the quality of internal (relations) process and organisational learning are
observed as parts of performance measurement (Anthony & Ikechukwu, 2017).
Thus, creation and maintenance of a healthy employee communication is
imperative to productivity, task performance, job satisfaction, commitment and
morale (Bharadwaj, 2014).
There has
been a growing interest in the local governments' performance in Nigeria as
their services touch people’s lives most profoundly. Abbas (2012) observes that
effective and efficient performance of local government councils largely
depends on productive capacity, quality and adequacy of the employees. There is
a prevalent conviction that performance improvement can only be achieved
through a fundamental reform in the area of employee relations. So, it can be
used in local government as a crucial ingredient for enhancing employee
performance. It is obvious that local government worldwide is a shared
responsibility requiring effective internal and external communication to be
successful. In Nigeria, the local government had acquired renewed significance
in the nation's social, political and economic existence since 1976 when the
local government system was overhauled at the instance of the Federal Military
Government.
The study
has observed that most of the past researches (Gaither, 2012; Njeru et al.,
2015; Femi, 2014; Momanyi and Atambo 2016; Haenisch, 2012; Masthan &
Balakrishnan 2013; Nduna, 2014; Hayase, 2009; Worlu et al., 2016; Ali, 2016
& Titang, 2016) have shown the influence of internal communication on
overall organisational performance and have made little reference to the
contribution of internal communication channels on workers' performance in
local government. Based on that, this current study, has taken two main
downward communication channels (Internal memo and Noticeboard) as the
independent variables respectively. To measure their effects on performance
which is the dependent variable, the study uses two proxies that include: adherence
to policies and employee output. Indeed, a study to explore the influence of
employee communication channels on staff performance is fundamental as very
little research was done in this focus area. Based on that, the current study
sets to determine the effects of those internal communication channels on the
performance of local government staff in North-West, Nigeria.
Effects of Memo on Staff Performance
Memos are
brief printed documents traditionally used for the routine, day-to-day exchange
of information within an organisation (Bovee & Thill, 2013). According to
Jethwaney and Sarkar (2009) memos are an essential part of the life of average
employees. According to Windermere as cited in Gimsy (2017), memos are used to
keep employees informed on the latest happenings, either company-wide or in a
specific department. Memos are written to inform, request, solicit and reply to
keep your company going successfully and are used in all occasions except those
that require report (Damerst, 1966). Memo is a type of business letter which is
written by a person in organisation to communicate with someone else in the
same organisation, Danjuma, (2006). Good memos must be brief, unambiguous,
without irrelevancies, yet friendly. They ask for, or transmit, information;
they convey personal instructions. Much of the day-to-day working of
organisation depends on them (Little, 1981). Internal memos are used to
facilitate adherence to organisational policies (Yakubu, 2013).
Memo is
the most prevalent internal communication tool produced by an organisation to
disseminate information concerning rules, procedures, policies, directives and
responsibilities within a workplace (Gimsy 2017). Thus, the amounts of
information employees receive through internal memo guide and help them to
perform their responsibilities. Femi (2014) reported that employees choose to
perform tasks out of identification with the managers or with the organisation
rules and objectives. Platt (2010) convicted that employee performance is the
combined result of effort, ability and perception of tasks. This is in line
with Koontz and Weihrich (2012) who observed that internal communication
supports motivation by clarifying workers what needs to be done or how well
they are doing it. Hayase (2009) finds out that there is a positive
relationship between factors of internal communication and factors of employee
engagement. According to Argenti (2007), management can use memos and letters
to communicate to employees about internal changes. It is clear that memos are
used to keep employee abreast of the policies and procedures of the
organisation they work for. Undoubtedly, if employees are clear about
objectives, values, and ethics of their organisation they will connect
themselves with organisation. Abbas (2012) observes that for a local government
to function effectively and efficiently, its employees have to be kept aware
and involved in the entire processes of the formulation and execution of
policies.
Obviously,
memos are used for communicating policies, procedures, or related official
business in the workplace (Bovee & Thill 2013). Memos are used to keep
employees informed on the latest happenings, either company-wide or in a
specific department. For example, when management issues a change in corporate
policy, a memo is used to explain the change. Memos can be used to inform staff
with updates on how projects schedules are coming along, or about new products
or services the company is introducing (Windermere, (2016) in Mijinyawa,
(2019). It has been theorised that effective use of internal memos can help in
broadening the staff knowledge of workplace policies in their organisations. In
view of that some changes in local government policies or any relevant
information that requires the attention of employee could be communicated
through internal memo. Marko (2015) in Mijinyawa, (2019) explaines eight
advantages of workplace policies and procedures that help improve staff morale
satisfaction and productivity as follows:
· provide
workers with knowledge about what is expected of them, e. g. behaviour and
performance standards;
· provide
rules and guidelines for decision-making in routine situations;
· provide a
consistent and clear response across the organisation in dealing with
situations;
· demonstrate
your good faith that workers will be treated fairly and equally;
· provide
an accepted method of dealing with complaints and misunderstandings to help
avoid claims of bias and favouritism;
· provide a
clear framework for the delegation of decision-making;
· provide a
means of communicating information to new workers; and
· ensure
that you are better equipped to defend claims of a breach of employer
obligations, e. g. health and safety legislation.
Effects of Noticeboard on Staff Performance
Noticeboard
in organisational context, can be described as a stage for continuous flow of
news and messages concerning employees Jethwaney and Sarkar (2009). Bulletin
board according to Seital (2011) has now experienced a renaissance and is now
being used to promote employee output, cut waste, and reduce accidents on the
job. They are the visual communications that are inexpensive, easy to implement
and virtually impossible for any employee to miss (Argenti, 2007). Bulletin
boards are used in motivating employees to reach production targets. Giving
shift wise production details on the bulletin boards also encourage competition
among different shifts (Jethwaney & Sarkar, 2009).Noticeboards certainly
are among the most widely used internal communication (Little, 1981). Bulletin
boards display messages in regular locations with minimum effort and expense.
The board remains a much-used and effective means of communication within
organisations. Details of announcement already made in meeting or in house
publication can be pasted for those who need more information (Lattimore et
al., 2007).
Noticeboards
can be used to have dramatic effects on performance. It creates interest in
important information; it can promote activity within the office, prompt tasks
and allow employees to see important deadlines all day, every day; it is
valuable method of creating awareness in the office as it allows employees to
actively see that there is an issue that needs to be dealt immediately. It is
also used to inspire by displaying short positive reports on employees
achievements, which can motivate employees to continue to strive and accomplish
goals and targets (“advantage of having a noticeboard…2017” in Mijinyawa,
2019). To be effective, a noticeboard must be (Little, 1981): first well sited
(large number must pass it daily); second, big and attractively painted (so it
draws attention) and third, keeps up to date (staff soon learn to ignore a
noticeboard covered with old notices). According Bhataliya (2017) as cited in
Mijinyawa, (2019) explaining workplace procedures to employees through typical
internal communication channels such as noticeboards is crucial to improve
employee productivity. Noticeboard can create a sense of unity and help staff
to be more productive (Yakubu, 2013).
Goals and Objectives of Internal Communication
Internal
communication efforts have many goals but few are as significant as the goal of
ensuring employee understand the need for change (Holtz 2001). Sarker and
Jethwaney (2012) opined that the basic aim of internal communication is to
promote pride for the organisation. In a broad sense, the goal of internal
communication is the improvement of relationship between employees and
management (Lattimore et al., 2007). On his part, Jaishri
(2009) notes the following goals of employee communication:
· To
increase employee knowledge of organisational activities
· To
enhance favourable employee attitude towards organisation and its various
external stakeholders
· To
receive employee feedback
· To
recognize employee accomplishment in employee communications
· To
distribute communication periodically
· To
schedule interpersonal communication between management and specific employee
group periodically
Related Theories
The
relationship between internal communication and employee productivity can be
hinged on a plethora of theories to explicate the relationship between various
actions and events in the internal public relations domain. Specifically, this
study reviews some theories of organisational communication to underpin the
conceptual framework of the study. There are various theories relevant to
internal public relations practice of relevance to this study include the
following: Human Relations Theory; System Theory; Corporate communications
Theory; Theory of bureaucracy and Source credibility Theory. The aforementioned
theories are some of the relevant organisational communication theories
reviewed to explicate the theoretical foundation of this study. The theories
complement one another in this work as there is no single unifying framework to
guide research solely on internal communication channels and their effects on
employee performance. The theories are synthesized to support the conceptual
framework for the study as follows.
Human
Relations Theory can be applied practically in organisational context by
encouraging communication among staff especially when there is need to
introduce a change that will lead to improved performance of individuals and
organisational productivity (Kurt Lewin in Atambo and Momanyi, 2016). Thus,
encouraging communication among local government staff through various internal
communication channels can help to improve their productivity. Human Relations,
Corporate Communication, System and Bureaucracy theories highlight the
importance of internal communication in different styles using all available
communication channels.
The
choice of the theories is done based on the consideration that issues involved
in employee communication to induce productivity in the workplace, can be
adequately analyzed within the framework of the theories. Because they provide
a framework for thinking about relevant internal communication channels to be
used in guiding behavior or introducing a change that is the regular part of
organisational management.
Apart
from the aforementioned relevant theories, Source Credibility Theory too is
found to be relevant to this study. One of the several dimensions of
credibility is a legitimate power to direct subordinates in a workplace. French
and Raven (1959) contends that legitimate power is based on the perception that
the persuading agent has the right, such as through a specific role or
position, to influence and obtain compliance from the target of the influence.
This theory is very relevant to the current work because it is studying the
effects of typical downward communication channels (memos and noticeboards) on
employee performance. All the aforementioned channels can be used to
disseminate information that can improve staff productivity. Ali (2016)
establishes that downward communication has a significant positive association
with employee performance.
Objectives of the Study
The main
objective of the study is to determine the influence of internal communication
channels on the performance of local governments' workers in North-West,
Nigeria. The study has the following specific objectives:
1. To
determine the influence of internal memos on workers’ adherence to policies.
2. To
ascertain the impact of noticeboards' messages on staff output.
Research Hypotheses
The following null
hypotheses were put forward for testing so as to guide the investigation:
1. There is
no significant influence of internal memos on workers adherence to policies.
2. Noticeboards
messeges do not significantly influence staff output.
Methodology
The study
adopted survey design. The population of the study comprised the 176 local
government councils in North-West, Nigeria. By using systematic sampling
technique a sample size of 18 local government councils was taken for the
study. The sample size of 370 was determined by using Godden (2004) statistical
formula and distributed proportionally among the seven states in North-West,
Nigeria. Data were collected through questionnaire. The reliability of the
research instrument was determined using Cronbach’s alpha coefficient which
gave alpha result of 0.866. Data were analyzed in both descriptive and
inferential analysis by using mean tables and linear regression at (5%) level
of significance.
Data Presentation and Analysis
This
section presents and analyses data based on the responses obtained from the
administered questionnaire. The data collected from the field survey were
presented using tables, percentages, means and standard deviation. For the test
of hypotheses simple linear regression was used. The chapter is organised and
presented under the following discrete categories: Analysis of distribution and
return of the questionnaire; analysis of respondents’ demography; analysis of
the research questions and hypotheses.
Data Presentation and Analysis
Data presentation
This
chapter presents and analyses data based on the responses obtained from the
administered questionnaire. The data collected from the field survey were
presented using tables, percentages, means and standard deviation. For the test
of hypotheses simple linear regression was used. The chapter is organized and
presented under the following discrete categories: Analysis of distribution and
return of the questionnaire; Analysis of respondents’ demography; Analysis of
the research questions and hypotheses.
Research Question One: To
what extent do internal memos significantly influence workers adherence to
policies?
The
research question one sought to tap information on internal memo and how it
relates to the workers’ adherence to policies. Table 3 gives a highlight of the
trend of the participants’ responses. The data description shows the mean and
standard deviation generated for all the items on the questionnaire using
Likert five-point scale “Strongly agree”, “Agree”, “Undecided”, “Disagree”,
“Strongly disagree”.
|
|
Table 1: Mean scores on the responses of
respondents on the different items on influence of internal memo on adherence
to policies |
||||
|
S/N |
Statements |
N |
Mean |
Std. Deviation |
|
|
1 |
Internal memos present clear
information concerning my responsibilities in this local government. |
334 |
4.32 |
.708 |
|
|
2 |
Internal memos are very vital tools for
timely information sharing concerning my workplace procedures. |
334 |
4.30 |
.621 |
|
|
3 |
Internal memos give me reliable
information concerning my workplace policies. |
334 |
4.12 |
.689 |
|
|
4 |
I always comply with the directives
that I receive through internal memos concerning my work. |
334 |
4.25 |
.635 |
|
|
5 |
Internal memos help to increase my
obedience to policies of this local government. |
334 |
4.15 |
.643 |
|
|
6 |
I quickly act on any information that I
receive through internal memo pertaining to my role. |
334 |
4.02 |
.775 |
|
|
Total |
Valid N (listwise) |
334 |
4.1933 |
0.6785 |
|
Source: Field Survey (2021)
Table 1
presents the analysis of responses on the influence of internal memo on the
adherence to policies. The data description show the mean and standard
deviation generated for all the statements on the questionnaire. Findings
indicate that majority of the respondents' perceived positively that the
information they receive through internal memos helps to improve their
adherence to policies of their local governments. This is based on the
aggregate mean score of 4.19 obtained from the output which is above3.00 the
minimum mean of the agreement. Looking at the responses to individual
statements, the highest mean score 4.32 of item one in the Table shows that
majority of the respondent was of the opinion that internal memo present clear
information about their responsibilities. The overall response on the
independent variable internal memo recorded the mean value of 4.30 on item two.
This indicates that majority of the respondents viewed internal memo as a
crucial tool for timely information sharing concerning their work procedures.
Respondents indicated, by the mean score of 4.12 on item three that internal
memos give them reliable information concerning their workplace policies.
Moreover,
the trend of the responses on the dependent variable adherence to policies,
show that the item four in the table I always comply with the directives that I
receive through internal memos concerning my work got the highest mean score of
425; item five Internal memos help to increase my obedience to policies of this
local government recorded 4.15 and the last item I quickly act on any
information that I receive through internal memo pertaining to my role had
4.02. Based on the consideration of the aggregate mean value of 4.193, that
represents the views of the respondents, it can be inferred that majority of
the respondents were of the opinion that the information they receive through
internal memos helps to improve their adherence to policies of their local
governments. This implies an internal memo has a high influence on adherence to
policies.
Test of Hypotheses
Five
hypotheses were formulated and tested in this study by using simple linear
regression analysis based on the decision rule to reject a null hypothesis if
significance level is less than 0. 05, other we do not reject it.
Regression Analysis on Research Hypothesis One:
Ho:
There is no significant effect of internal memos on workers adherence to
policies of local governments in North- West, Nigeria.
The above
hypothesis was tested as shown in the following tables.
|
|
Table 2:Model Summary |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Model |
R |
R Square |
Adjusted R Square |
Std. Error of the Estimate |
Change
Statistics |
||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
R Square Change |
F Change |
df1 |
df2 |
Sig. F Change |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
1 |
.367a |
.134 |
.132 |
1.503406 |
.134 |
51.582 |
1 |
332 |
.000 |
||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
a. Predictors: (Constant), Internal memo
|
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|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Table 2
indicates that the coefficient of determination R square is 0.134 and R is
0.367 at a 0.05 significant level. R2, the coefficient of determination showed
that 13.4% of the variation in adherence to policies is explained by internal
memo in the model. Table 3 presents the results of the Analysis of Variance
(ANOVA) of internal memo versus adherence to policies. The ANOVA result for
regression coefficient shows that the independent variable is a significant
predictor of the dependent variable. Since the p-value of 000 is less than
0.05, an internal memo is a significant predictor of adherence to policies.
Table 4
presents the analysis to determine beta coefficients of internal memo versus
adherence to policies.The result shows that there is a significant positive
relationship between the internal memo and adherence to policies (β = .367, p
=.000), thus H0 which says that there is no significant effect of internal
memos on workers adherence to policies of local governments in North- West,
Nigeria was rejected. The t statistics is 7.182 which is greater than zero.
This indicates that an internal memo has a positive influence on adherence to
policies.
Discussion of Findings
Study Objective One: To
determine the influence of internal memos on workers adherence to policies of
local governments in North- West, Nigeria.
Hypothesis
one was tested using linear regression to determine the influence of internal
memo on local government workers’ adherence to policies in North-West, Nigeria.
The findings from the analysis indicated that an internal memo has a positive
and significant influence on adherence to policies (β = .367, p =.000). Thus
the null hypothesis was rejected resulting in the conclusion that internal memo
has a significant positive relationship with adherence to policies of local
government workers' in North-West, Nigeria. The result is similar with the
output of descriptive statistics of the research question one in Table 4.3
which indicated that majority of the respondents perceived positively that the
information they receive through internal memos helps to improve their
adherence to policies of their local governments. The descriptive statistics
revealed that most of the respondents agreed that they always comply with the
directives that they receive through internal memos concerning their work.
Furthermore, the finding from descriptive statistics showed that most of the
respondents convicted that they quickly act on any information that they
receive through internal memo pertaining to their roles. In addition, the
majority of the respondents were of the opinion that internal memos help to
increase their obedience to the policies of their local governments. The
aggregate mean score obtained from descriptive statistics was 4.19, which is
above 3.00 the minimum mean of the agreement. Therefore, it can be interpreted
to mean that an internal memo is among the essential internal communication
tools that can more likely lead to employee performance.
Mandu
(2011) confirmes that there was a significant positive relationship between
internal communication and staff adherence to policies, thus it could lead to
staff performance. Gupta (2013) reports that internal communication channels
are used for ensuring that staff are adhering to policies, rules and
regulations in their workplace by keeping them abreast of any change of
direction in their organisation. In the same vein, Ali (2016) establishes that
downward internal communication channels in which internal memo is at the apex,
have a significant positive association with employee performance. This is in
line with the view of Wilson & Ogbonnia (2013) in Mijinyawa (20019) who
finds out that internal memo is among the most important internal communication
channels for improving understanding of organisational culture that induces the
performance of employees. Abbas (2012) observes that for a local government to
function effectively and efficiently, its employees have to be kept aware and
involved in the entire processes of the formulation and execution of policies.
In line with the above result, Platt (2010) observes that "employee
performance is the combined result of effort, ability and perception of tasks.
Corroborating the aforementioned result also, Femi (2014) reportes that
employees choose to perform tasks out of identification with the managers or
with the organisation rules and objectives. But, it should be noted that
unfriendly organisational policies were found to be in the opposite direction.
Worlu et al (2016) reveales that poor organisational policies have a negative
and insignificant effect on job performance which suggests that increase in
employees' performance will require that managers pay more attention to
friendly organisational policies.
Research Question Two: To
what extent does noticeboard significantly influence local government staff
output in North- West, Nigeria?
The
research question two seeks to tap information on the noticeboard and how it
relates to staff output. Table 5 gives a highlight on the trend of the
participants' responses. The data description shows the mean and standard
deviation generated for all the items on the questionnaire using Likert
five-point scale “Strongly agree”, “Agree”, “Undecided”, “Disagree”, “Strongly
disagree”.
Hypothesis
one was tested using linear regression to determine the influence of internal
memo on local government workers’ adherence to policies in North-West, Nigeria.
The findings from the analysis indicated that an internal memo has a positive
and significant influence on adherence to policies (β = .367, p =.000). Thus
the null hypothesis was rejected resulting in the conclusion that internal memo
has a significant positive relationship with adherence to policies of local
government workers' in North-West, Nigeria. The result is similar with the
output of descriptive statistics of the research question one in Table 2 which
indicated that majority of the respondents perceived positively that the
information they receive through internal memos helps to improve their
adherence to policies of their local governments. The descriptive statistics
revealed that most of the respondents agreed that they always comply with the
directives that they receive through internal memos concerning their work.
Furthermore, the finding from descriptive statistics showed that most of the
respondents convicted that they quickly act on any information that they
receive through internal memo pertaining to their roles. In addition, the
majority of the respondents were of the opinion that internal memos help to
increase their obedience to the policies of their local governments. The
aggregate mean score obtained from descriptive statistics was 4.19, which is
above 3.00 the minimum mean of the agreement. Therefore, it can be interpreted
to mean that an internal memo is among the essential internal communication
tools that can more likely lead to employee performance.
Mandu
(2011) confirms that there was a significant positive relationship between
internal communication and staff adherence to policies, thus it could lead to
staff performance. Gupta, (2013) reportes that internal communication channels
are used for ensuring that staff are adhering to policies, rules and
regulations in their workplace by keeping them abreast of any change of
direction in their organisation. In the same vein, Ali (2016) establishes that
downward internal communication channels in which internal memo is at the apex,
have a significant positive association with employee performance. This is in
line with the view of Wilson & Ogbonnia (2013) in Mijinyawa (20019) who
finds out that internal memo is among the most important internal communication
channels for improving understanding of organisational culture that induces the
performance of employees. Abbas (2012) observes that for a local government to
function effectively and efficiently, its employees have to be kept aware and
involved in the entire processes of the formulation and execution of policies.
In line with the above result, Platt (2010) observes that "employee
performance is the combined result of effort, ability and perception of tasks.
Corroborating the aforementioned result also, Femi (2014) reportes that
employees choose to perform tasks out of identification with the managers or
with the organisation rules and objectives. But, it should be noted that
unfriendly organisational policies were found to be in the opposite direction.
Worlu et al (2016) reveales that poor organisational policies have a negative
and insignificant effect on job performance which suggests that increase in
employees' performance will require that managers pay more attention to
friendly organisational policies.
Research Question Two: To
what extent does noticeboard significantly influence local government staff
output in North- West, Nigeria?
The
research question two seeks to tap information on the noticeboard and how it
relates to staff output. Table 4.4 gives a highlight on the trend of the
participants' responses. The data description shows the mean and standard
deviation generated for all the items on the questionnaire using Likert
five-point scale “Strongly agree”, “Agree”, “Undecided”, “Disagree”, “Strongly
disagree”.
|
|
Table 5: Mean scores on the responses
of respondents on the different items on influence of noticeboard messeges on
staff output |
||||
|
S/N |
Statements |
N |
Mean |
Std. Deviation |
|
|
1 |
Noticeboards help to provide me with
timely information of what is expected of me in this local government. |
334 |
4.27 |
.811 |
|
|
2 |
Noticeboards help to keep me informed
about goals of this local government. |
334 |
3.99 |
.899 |
|
|
3 |
The information I receive through
noticeboards helps to increase my knowledge of workplace policies. |
334 |
3.96 |
.948 |
|
|
4 |
The information I receive through
noticeboards helps to increase my awareness of work-procedures of this local
government. |
334 |
4.14 |
.776 |
|
|
5 |
Noticeboards provide me with the needed
information to carry out my work better. |
334 |
3.90 |
.915 |
|
|
6 |
Noticeboards help to remind me on the
need for effective service delivery in this local government. |
334 |
3.87 |
.876 |
|
|
Total |
Valid N (listwise) |
334 |
4.0216 |
.8708 |
|
Source: Field Survey, 2021
Table 5
presents the analysis of responses on the effect of noticeboard on output. The
data description show the mean and standard deviation generated for the six
statements on the questionnaire. The result in Table 4 indicates that the
respondents were of the opinion that the information they receive through
noticeboards helps them to carry out their work better. The aggregate mean
score obtained is 4.19, which is above 3.00 the minimum mean of the agreement.
As an illustration, the mean scores of the responses on the individual items
analyze how noticeboard help to improve the output of local government staff in
North- West, Nigeria. To begin with the responses on independent variable, the
highest mean score 4.27 of item one in the Table shows that majority of the
respondents agreed that noticeboards help to provide them with timely
information of what is expected of them in their local government. The item two
on the Table recorded a mean value of 3.99. This translates the majority view
of the respondents that noticeboards help to keep them informed about the goals
of their local governments. The mean value of 3.96 reveals that majority of the
respondents were of the opinion that the information they receive through
noticeboards helps to increase their knowledge of workplace policies.
Moreover,
on the part of the data generated for the dependent variable, the result
obtained from item four accounted for the mean value of 4.14. This indicates
that majority of the respondents agreed that the amount of information they
receive through noticeboards helps to increase their awareness of
work-procedures. The mean score 3.90 of item five indicates that majority of
the respondent agreed that noticeboards help to provide them with the needed
information to carry out their work better. The finding on item six from the
Table recorded a mean value of 3.87. This shows that noticeboards help to
remind employees of the need for effective service delivery in their local
governments. From the results of the total mean 4.0216, it can be concluded
that noticeboard has a high effect on staff output.
Regression Analysis on Research Hypothesis Two:
Ho:
Noticeboard does not significantly enhance local government staff output in
North- West, Nigeria.
Table 5
presents the analysis of responses on the effect of noticeboard on output. The
data description show the mean and standard deviation generated for the six
statements on the questionnaire. The result in Table 4 indicates that the
respondents were of the opinion that the information they receive through
noticeboards helps them to carry out their work better. The aggregate mean
score obtained is 4.19, which is above 3.00 the minimum mean of the agreement.
As an illustration, the mean scores of the responses on the individual items
analyze how noticeboard help to improve the output of local government staff in
North- West, Nigeria. To begin with the responses on independent variable, the
highest mean score 4.27 of item one in the Table shows that majority of the
respondents agreed that noticeboards help to provide them with timely
information of what is expected of them in their local government. The item two
on the Table recorded a mean value of 3.99. This translates the majority view
of the respondents that noticeboards help to keep them informed about the goals
of their local governments. The mean value of 3.96 reveals that majority of the
respondents were of the opinion that the information they receive through
noticeboards helps to increase their knowledge of workplace policies.
Moreover,
on the part of the data generated for the dependent variable, the result
obtained from item four accounted for the mean value of 4.14. This indicates
that majority of the respondents agreed that the amount of information they
receive through noticeboards helps to increase their awareness of
work-procedures. The mean score 3.90 of item five indicates that majority of
the respondent agreed that noticeboards help to provide them with the needed
information to carry out their work better. The finding on item six from the
Table recorded a mean value of 3.87. This shows that noticeboards help to
remind employees of the need for effective service delivery in their local
governments. From the results of the total mean 4.0216, it can be concluded
that noticeboard has a high effect on staff output.
Regression Analysis on Research Hypothesis Two:
Ho:
Noticeboard does not significantly enhance local government staff output in
North- West, Nigeria.
Table 6: Model Summary
|
Model |
R |
R Square |
Adjusted R Square |
Std. Error of the Estimate |
Change
Statistics |
||||
|
R Square Change |
F Change |
df1 |
df2 |
Sig. F Change |
|||||
|
1 |
.631a |
.398 |
.396 |
1.628 |
.398 |
219.196 |
1 |
332 |
.000 |
a. Predictors:
(Constant), Noticeboard
|
Table 7:ANOVAa |
|
||||||||||||||
|
Model |
Sum of Squares |
Df |
Mean Square |
F |
Sig. |
||||||||||
|
1 |
Regression |
581.261 |
1 |
581.261 |
219.196 |
.000b |
|||||||||
|
Residual |
880.392 |
332 |
2.652 |
|
|
||||||||||
|
Total |
1461.653 |
333 |
|
|
|
||||||||||
|
a. Dependent Variable: Quality output |
|
||||||||||||||
|
b. Predictors: (Constant), Noticeboards |
|
||||||||||||||
|
|
|
||||||||||||||
|
|
|
||||||||||||||
|
Table 8:Coefficientsa |
|||||||||||||||
|
Model |
Unstandardized Coefficient |
Standardized Coefficients |
T |
Sig. |
95.0% Confidence Interval for B |
||||||||||
|
B |
Std. Error |
Beta |
|
|
Lower Bound |
Upper Bound |
|||||||||
|
1 |
(Constant) |
4.476 |
.510 |
|
8.770 |
.000 |
3.472 |
5.480 |
|||||||
|
Noticeboards |
.609 |
.041 |
.631 |
14.805 |
.000 |
.528 |
.690 |
||||||||
|
Dependent Variable: Quality output |
|||||||||||||||
The
Tables 6, 7 and 8 depicted that the value of β = .631, p =.000, since the
p-value is less than 0.05, we reject Ho. So, we confirmed that noticeboard
significantly enhances local government staff output in North- West, Nigeria.
The t statistics is 14.805 which is greater than zero. This indicates that
noticeboard has a positive influence on staff output.The R2 with the value of
39.8% implies that the variation in staff output can be explained as 39.8% by
the predictor as explained in the model. This can be interpreted to mean that
employee output can be predicted by the effective use of noticeboard. The ANOVA
result for regression coefficient reveals that the independent variable is a
significant predictor of the dependent variable. Since the p-value of 000 is
less than 0.05, noticeboard is a significant predictor of staff output.
Discussion of Findings
Study Objective Two: To
ascertain the influence of noticeboards messages on the output of local
government workers in North-West, Nigeria.
The test
of hypothesis for this question was done with linear regression. The findings
from regression analysis indicated that noticeboard has a positive and
significant influence on local government staff output in North-West, Nigeria
(β = .631, p =.000). Therefore, the null hypothesis was rejected. This implies
that noticeboard has a significant positive relationship with quality output of
local government workers in North-West, Nigeria. The result is consistent with
the output of descriptive statistics of the research question two in Table 4
which indicated that majority of the respondents were of the opinion that the
information they receive through noticeboards helps them to carry out their
work better. The descriptive statistics also revealed that most respondents
agreed that the information they receive through noticeboards helps to remind
them of the need for effective service delivery in their local government.
Furthermore, the majority of the respondents were of the opinion that the
information they receive through noticeboards helps to increase their awareness
of work-procedures that in turn lead to their quality output. The aggregate
mean score obtained from descriptive statistics was 4.19, which is above 3.00
the minimum mean of the agreement. The result is in consonance with Seital
(2011) who noted that the Bulletin board has got a renaissance and is now being
used to promote productivity, cut waste, and reduce accidents on the job. This
result was supported by Orieno, Waiganjo and Njeru (2015) finding "that
internal communication channels help in improving operational efficiency"
thus, they improve staff productivity. This is consistent with the view of
Jethwaney and Sarkar, (2009) who observed that noticeboards are used in
motivating employees to reach production targets. Giving shift wise production
details on the bulletin boards also encourage competition among different
shifts. The output is in line with the finding of Momanyi and Atambo (2016) who
found that performance of staff and the organisation at large largely depend on
the communication channels and levels available in organisation. The result is
also in accordance with the finding of Femi (2014) that effective communication
has an impact on workers performance. Studies by Arif et al 2009, Chen 2008,
Chong 2007 and Watson 2010 as cited in Gaither (2012) all found that effective
use of internal communication channels can enhance the performance of
organisation. Similarly, Argenti (2007) corroborated this finding with the
assertion that noticeboards were found to be used in improving employees'
motivation and promote productivity.
Summary of Findings, Conclusion and Recommendations
The first
objective of the research seeks to find out the influence of internal memo on
adherence to policies of local government workers in North- West, Nigeria. The
findings from this study reveals that internal memo had positive and
significant influence on adherence to policies (β = .367, p =.000). Since the
p-value of .000b is less than 0.05, an internal memo is a significant predictor
of adherence to policies. The second objective of the research sought to
determine the influence of noticeboard on local government staff output in
North-West, Nigeria. The results of this study indicated that there was a
positive and significant influence of noticeboard on local government staff
output in North- West, Nigeria (β = .631, p =.000). Since the p-value of .000b
is less than 0.05, noticeboard is a significant predictor of staff output.
Conclusion
In line
with the findings deduced from this study, it can now be concluded that the
typical downward communication channels comprised of internal memos and
noticeboards are among the fundamental internal communication channels that can
promote staff performance. They play a significant role in improving employee
performance. Thus, the effective use of internal communication channels is a
fundamental component of organisational success.When management issues timely,
clear, and needed information to employees, a grapevine is less likely to take
root in organisations. Indeed, no organisation can succeed with poor internal
communication channels. Based on that, managers must improve the effectiveness
of internal communication channels to promote employee performance.
Evidence-based papers are most needed on how to improve employee communication
channels.
Recommendations
1. Managers
should make sure that employees are kept abreast of clear and timely
information through internal memos concerning their responsibilities and
general organisational policies, rules and regulations.
2. Management
should use internal memo optimally to send vital and guiding information to
staff concerning their workplace policies and procedures.
3. Management
should use noticeboards to remind staff on the need for effective service
delivery in their local governments.
4. Local
government should appoint an officer solely responsible for noticeboards
updates of the needed information from different departments for employees to
carry out their work better.
5. Management should use noticeboards to keep staff informed about
goals, workplace policies and work-procedures.
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