CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This
chapter reviews related literature on the subject and also explores the
theoretical framework guiding the research; which is the systems theory founded
by the German biologist Ludwig von Bertalanffy (1950) and the stakeholder
approach to internal communication by Welch and Jackson (2007).
2.2 Conceptual Framework
According to Reinchel and Ramney (2007), a
conceptual framework is a set of broad ideas and principals taken from relevant
fields of enquiry and used to structure a subsequent presentation. Additionally,
Guba and Lincoln (2009) posit conceptual framework as a research tool intended
to assist a researcher to develop awareness and understanding of the situation
under scrutiny and to communicate this. Thus for this study to effectively
assess the impact of communication in the management of organizations in
Nigeria, the following concept are discussed for clear understanding; .
2.2.1 The Role
of Communication in Organization
Communications of clearly stated goals are the paths
to achievement in any organization and the best way to begin developing
employee talent (Nelson, 2007). The flow of information in an organization can
be a powerful tool in motivating its workforce and retaining excising and new
customers. It can therefore be seen that open communication also gives a
measure of control over the work environment and allows for the improvement of
each individual working situation.
The importance of
communication can never be over-emphasized. Unless effective skills of
communication are used, an organization would run the risk of getting insulated
and fossilized. Communication is the ‘lifeblood’ of all organizations. It is of
vital importance to the wellbeing of a state, a business enterprise, a religion
and other social or cultural identities including the family (Kehinde, 2009).
The success of a business enterprise is directly proportional to the level of
communication maintained by it. Within an organization, effective interpersonal
relationships are possible only if communication skills are cultivated (Kotler,
2001).
2.2.2 Impact of Communication on Employee
Motivation
A survey from Opinion
Research Corporation, an info GROUP company (2011) indicates that employees are
two times as likely to go the extra mile for the organization and almost four
times as likely to recommend their company if they are satisfied with the ways
in which their company communicates difficult decisions. Positive perceptions around company
communications serve to both boost motivation levels among current employees as
well as foster employee advocacy, ultimately resulting in a strengthened employee
(Olayinka & Aminu, 2006).
However, money is not
the only motivating factor. Marshall Goldsmith, in an article for the Harvard
Business Review, states in addition to compensation, people need to be involved
in decision-making. Not only does this help retain key talent, it also is a
great way to generate ideas for organizational improvements. Executives build employee confidence in
leadership’s capability by helping employees through communication to
understand the company’s general strategy and to identify their particular
contribution to executing it (Okoroafor, 2002).
Managers can adopt a
strategy that focuses on the nature of power, linking coalitions together and
negotiating among stakeholders to reach goals by appealing to worker’s
self-interest, answering the questions "what’s in it for me?" Or
managers can concentrate on the individual, searching for ways to support an
employee’s professional development, motivating staff at all levels to greater
contributions (Robbins, 2000).
Effective communication
with managers taking the lead, fosters trust within the workforce, which leads
to a more compelling exchange of ideas, helps staff to embrace more
responsibility, and encourages management to stretch for higher targets.
Managers must communicate effectively to enable opinion and comment and
encourage staff to generate ideas, reach decisions or even make mistakes
(Adeleke, 2001).
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