TITLE PAGE

COMMUNICATION GAP AND ITS EFFECTS OF

EMPLYEE PERFORMANCE
(A CASE STUDY OF NIGER STATE HOUSING CORPORATION, MINNA)

BY

AHMED MUSA
MAT NO. DOTM/016/609
BEING A PROJECT SUBMITTED
TO THE DEPARTMENT OF OFFICE TECHNOLOGY AND
MANAGEMENT, SCHOOL OF BUSINESS STUDIES, COLLEGE OF
ADMINISTRATIVE AND BUSINESS STUDIES, NIGER STATE
POLYTECHNIC, ZUNGERU, BIDA CAMPUS.

IN PARTIAL FUFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF DIPLOMA IN OFFICE TECHNOLOGY AND
MANAGEMENT

SEPTEMBER, 2018.

i
 APPROVAL PAGE

This project has been thoroughly read and approved by the undersigned on behalf
of the Department of Diploma in Office Technology and Management, Niger State
Polytechnic, Zungeru, Bida Campus as meeting the requirement for the Award of
Diploma in in Office Technology and Management.

--------------------------------------- --------------------
Alhaji Abubakar Bida DATE
PROJECT SUPERVISOR

--------------------------------- ------------------------------
Mrs. Ajadi Mary DATE
HEAD OF DEPARTMENT

-------------------------------------- ------------------------------
EXTERNAL MODERATOR DATE

ii
 DEDICATION

This research work is dedicated to Almighty Allah, the creator of heaven and earth.

iii
 ACKNOWLEDGEMENT

My profound gratitude goes to Almighty Allah for the preservation of our life and
acknowledge granted to us throughout the period of this study.

We remain grateful to our project supervisor, Alhaji Abubkar Bida who took his
time to go through the project and make necessary corrections.

Our special thanks go to the entire lecturers of the Department of Office

Technology and Management for their immense contributions.

We also grateful to the management of the Niger State Polytechnic for offering me
the opportunity to pursue this course of study.

Again, our special gratitude goes to all senior and junior staff of Niger state Housing
Corporation, Minna for providing me with necessary material and information that
ensure the success of this work.
Finally, we extend our appreciation to our colleagues and course mates in the
Department of Office Technology and Management, Niger State Polytechnic,
Zungeru, Bida Campus, as well as those who contributed in one way or the other
but whose names did not appear in the acknowledgement list, thanks.

iv
 ABSTRACT

This research work has been specifically carried out to examine communication
gap and its effects on employee performance. Survey research design was adopt.
The method adopted in collecting data for this research is questionnaire. The
statistical instrument used in analyzing the collected data is simple percentage
and chi-square was the tool to test the hypotheses. The result of the findings
reveals that that there is not significant relationship between effective
communication and employee performance Niger State Housing Cooperation
Minna Niger State. The study recommends that management of the Housing
Cooperation should provide a means or mechanisms that foster the relationship
between effective communication and employee performance in an organization.
.

v
 TABLE OF CONTENT

Title page i

Approval page ii

Dedication iii

Acknowledgement iv

Abstract v

Table of content vi

CHAPTER ONE

1.1 Introduction 1
1.2 Statement of the Problem 4
1.3 Objective of the Study 6
1.4 Statement of Hypothesis 6
1.5 Research Question 7
1.6 Significance of the Study 7
1.7 Scope and Limitation of the Study 8
1.8 Operational Definition of Terms 9

CHAPTER TWO

2.0 REVIEW OF RELEADTED LITERATURE

2.1. The Concept of Communication 10

2.1.1 Communication in an Organization 12

2.1.2 Organization performance a source of organizational effectiveness

13

2.1.3 Barrier to Communication in Organization 16

vi
2.1.4 Implications of effective communication on organizational performance

17

2.1.5 Barriers to Communication in Organizations. 21

2.1.6 Overcoming Barriers to Communication in Organizations 22

2.2 Theoretical Framework 24

2.2.1 Relevance/Application of Cybernetic Theory to the Study 24

2.3 Historical Background of Niger State Housing Corporation Minna. 27

CHAPTER THREE

3.0 METHODOLOGY

3.1 Research Design 28

3.2 Population of the Study 28

3.3 Sampling Techniques and Sample Size 28

3.4 Sources and Method of Data Collection 30

3.5 Instrument of Data Collection 30

3.6 Instrument Validity and Reliability Test 31

3.7 Method of Data Analysis 32

CHAPTER FOUR

4.0 Presentation and Analysis of Data

4.1 Respondent Profile 34

4.2 Data Presentation 36

vii
4.3 Test of Hypothesis 43

4.4 Summary of Major Findings 45

CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMEDATIONS

5.1 Summary 46
5.2 Conclusion 47
5.3 Recommendations 47
References 49
Appendix 50

viii
 CHAPTER ONE

Introduction

1.0 Background to the Study

The rise of globalization developments in political, social, economic, technological

areas crucially affects communal and organizational lives of individuals in the

society. In parallel with these developments organization management are obliged

to develop new management techniques to struggle even harder competition

conditions. These modern management techniques to a large extent aim to raise

employees‟ performance by using the powerof communication (Erogluer, 2011).

The beginning of the universe was the beginning of communications. There was no

beginning which was devoid of communication. Thus, communication facilitates

transformation of the human society. Communication is a many sided phenomenon

that means different things to different people. It is a process of a means of access

to the mind or thought of another. According to Wilson (1997), communication

can also be seen as a reduction of uncertainty, thus, communication is an exchange

of meanings Accordingly, for organization and human as a social being,

communication has a vital importance, whether pros or cons are an inseparable

piece of life and also it has an important role on all activities aimed at gaining

organizational objectives (Ada et al., 2008). Attention has been given to the study

of organizational communication in organizational behaviour research as a result

1
of the significance of this variable to organizational effectiveness. For instance, it

has been found that effective communication improves job satisfaction

(Holtzhausen, 2002) and which in turn improves productivity (Litterst & Eyo,

1982). Research has also shown that communication improves employee job

performance (Goris, 2007), while poor communication results to low employee

commitment to the organization (Kramer, 1999).

Chen et al. (2006) pointed out that research is lacking in examining employee

satisfaction with communication process. There is therefore the need to explore the

relationship between organizational communication and workers performance

since communication integrates different units and functions in the organization.

Communication is the human activity that links people together and create

relationship (Duncan & Moriaty, 1998). This means that individuals relate with

each other by means of communication. It is the glue that binds people together in

an organization. Managers have traditionally spent the majority of their time

communicating in one form or another (face-to-face discussion, memos, notice

boards, mass meeting, employees hand book, public lectures, e.t.c). Today,

however, more and more workers find out that an important aspect of their work is

communication which is the mutual exchange of understanding, originating with

the receiver that leads to effective and efficient work performance in an

organization because it’s the essence of management. The basic functions of

2
management (Planning, Organizing, Staffing, Directing and Controlling)cannot be

performed well without effective communication. Different units exist in an

organization and it is through communication that interaction takes place for the

attainment of organizational goals.

On the other hand, Workers Performance is regarded as how well an employee is

able to dispatch his/her duties to the specified organization. Setting and clearly

communicating performance standards and expectations, observing and providing

feedback, and conducting appraisals enable you to achieve the best results through

managing employee performance. According to Bass(1985), employees choose to

perform tasks out of identification with the managers or with the organization roles

and objectives. This relationship results in the employee’s‟ basic agreement with

the norms to which they are required to perform. Thus, the flow of communication

can create identification with workers internalizing desirable values, as regarding

an organizations goals and objective. However, better performance can be

achieved only when there is a reasonable level of expectation fit and when the

social exchange between managers and employees is fair and equal Wang (2005).

Within the perspective of human resource management, it has often been theorized

that employees‟ knowledge, abilities and skills will enable them to be good

performers when they are hired. Thus, the

3
management must gear its policies and objectives in such a manner that employees

perform their work and do their assigned task. We are living in a time when

communication systems are evolving rapidly which is essential for success and

growth of an organization and is being perennially called upon to play a greater

role in the quest for economic and political stability. Effective workplace

performance is the key element in the success of an organization and the

effectiveness of the workers employed will determine just how successful the

organization will be. Effective communication between employees‟ and managers

is crucial in that employees will need to know what is expected of them, managers

will need to provide a clear job description for every employee which would make

employees have immediate access to the necessary tools to complete each

assignment given to them. Communication covers all activities that the

management does to enhance employee’s performance.

1.1 Statement of the Problem

Many industrial disputes originate due to failure in communication. Hence it is

important to stress that in communication, emotions, environment, psychological

and technical characteristics of the medium is relevance to enhance the

organizational performance. In the view of Okoye (2004), psychologically

transmission goes beyond reception of information but understanding and

4
Feedback. Most organizational conflict has been traced to breakage in

communication as supported by (Lee,2003; Scott, 2004). According to Chudi –Oji

(2013), In spite of the laudable roles of effective communication in improving

employee performances, it is regrettable that some faculties pay lip service to the

maintenance of effective communication systems. Change is a gradual and

continuous process, giving room for inputs and adjustments. The new innovations,

e-meeting, ICT awareness and appraisal methods are good in itself but the medium

and level of communication is problematic.

Furthermore, the constant delay in accessing information by staff seems to limit

their academic performance, which could create maladministration in coordinating

of organizational activities. Therefore, performance of employees in relation with

their duties and responsibility seems to question their communication techniques in

terms of performance in the organization.

Exposure of staff to the innovations in the Niger State Housing Cooperation in

terms of communication channels have experienced shortcoming which if not

adequately addressed may lead to poor performance of the public organization. In

the light of the above statement, this study is been carry out to establish what are

the effect of communication gap and employee performance in Niger State

Housing Corporation Minna?

5
1.2 Research Questions

This study has empirically provided an answer to the following questions:

1. Is there any relationship between effective communication and employee

performance in Niger State Housing Corporation Minna?

2. How effective are the communication techniques enhanced employee

performance in Niger State Housing Corporation Minna?

3. To what extent has communication gap affect employee performance in

Niger State Housing Corporation Minna?

1.3 Objectives of the Study

The main objective of this study is to examine communication gap and its effects

on employee performance in Niger State Housing Corporation Minna. However,

the specific objectives of this study are:

1. To examine the relationship between effective communication and employee

performance in Niger State Housing Corporation Minna.

2. To find out whether communication techniques enhanced employee

performance in Niger State Housing Corporation Minna.

3. To determine whether communication gap affect employee performance in

Niger State Housing Corporation Minna.

6
1.4 Research Hypotheses

For the purpose of this research work, the following research hypotheses are

formulated:

Ho: There is not significant relationship between communication gap and employee

performance in Niger State Housing Corporation Minna.

H1: There is a significant relationship between communication gap and employee

performance in Niger State Housing Corporation Minna.

1.5 Significance of the Study

Since this study is poised to fine a systematic coherent and holistic view of

communication gap and its effects on employee performance in Niger State

Housing Corporation Minna. Therefore, findings and recommendations will fill the

gap in literature previously done by researchers in the subject matters.

The study would also be of important to both public and private sector organization

by informing them on the communication gap and its effects on employee

performance in Niger State Housing Corporation Minna and better ways to curtail

it in their organization.

7
Furthermore, findings and recommendations would aid management of the Niger

State Housing Corporation with more insight on the challenges of their institution

with a view to readjusting their strategies and methods of operations.

This study has the potentials of contributing immensely to the existing body of

literature on the subject matter.

Finally, to the general readers and researchers, this study will make useful

contributions to any study on the same topic or any related topics on

communication gap and its effects on employee performance in Niger State

Housing Cooperation Minna.

1.6 Scope and Limitations of the Study

This study center on communication gap and its effects on employee performance

with a particular reference to Niger State Housing Corporation Minna.

The limitation or challenges associated with this research works, includes

Inadequate finance: the finance that was needed to carry out this research study

was not enough and it was not forth coming was at when due. The research had to

print questionnaire which was administered to the respondent and require a lot of

movement within Niger State Housing Corporation Minna and the funding

required to type the entire project work was a major constraint

8
Time: the time required to carry out the research study was inadequate, because

the research work coincided with normal school activities such as lectures,

assignment test and other academic engagement.

1.1 Operational Definition of the Key Terms

An attempt in this section is to operationally define some of the concepts used in

the study to give the reader a clear focus. Some were so defined because they form

the fulcrum of the study. Thus, the following concepts are operationally defined

thus:

1. Communication: - communication is a process of sharing ideas, feelings

and thought from two or more persons.

2. Communication gap: - communication gap is tools that negatively affect

effective and efficient communication.

3. Effective communication: - this is an essential mechanism that allow

efficient and smooth running of an organization.

4. Performance; -performance is referred to as being about doing the work, as

well as being about the result achieved.

9
 CHAPTER TWO

LITERATURE AND THEORETICAL FRAMEWORK

2.1 Concept of Communication

In explaining the meaning of effective communication; it is good to look at the

subject matter of communication in details. Meaningful communication informs

and educates employees at all levels and motivates them to support the strategy

(Barrett, 2002). Communication is viewed by

(Haiemann, 2011) as the imparting of ideas and making oneself understood by

others. It is also the process by which information is passed between individuals

and/or organizations by means of previously agreed symbols. Communication is

the process by which one party (a sender) transmits information (i.e. message). It is

a continuous process between the two parties involved and it occurs in many

levels, such as intra-individual communication level (Keith, 2014).

Information is transmitted in two ways: e.g. from a sensory organ to the brain and

secondly, interpersonal level is a situation in which the transmission of information

is just between two individuals. Communication can also occur within or between

an individual and group. Effective communication is a process by which sender of

message, received feedback from receiver intended (Peter, 2015). Effective

communication starts from the sender to its decoding by the receiver. It is said to

10
be ineffective when receiver of the message did not decode what was intended of

the sender. It is through feedback that information achieves its desired results.

Berrels A. (2010), Effective communication takes place when the person to whom

it is intended, subsequently, the receiver understand the meaning intended and

reacts accordingly.

Effective communication is a transaction of ideas, directory command or guide

into oral or written words, or actions on the path of the communicator in such a

way that the receiver gets the same message and reacts in manner envisaged by the

communicator (Victor Akam; 2011).

It is believe by a lot of experts that communication could consciously or

unconsciously take place by writing, reading, talking, listening or moving any part

of the body. All these things mean something to some person, or group. It has to be

stressed that communication in an organization can take place in any of these

means. Communication is a process of effecting change to a system. As long as

organization reforms and globalization is evident, new communication techniques

should be developed to stand the change. Therefore, it becomes important for

positive attitudes to change to lead to vital successful change programs (Kotter,

1996), as resistance to change is one of the biggest barriers to overcome. Likewise,

effective communication requires a degree of ‘cognitive organizational

reorientation’ comprehension and appreciation of the proposed change. Elving &

11
Hansma (2008) carried out an interview research between management and

employees during organizational change. The most important conclusion drawn

was that the success of the dissemination and adaptation of organizational change

significantly depend upon communicative and informative skills of managers at all

levels. Although leaders appear to be aware of fast change within organization

(Bolden & Gosling, 2006), communicating that change is difficult. Benne broek

Gravenhorst et al. (2006) found that along with the role of management on the

contribution of the workforce to the impending change, distribution of information

and actual communication regarding the need for the change and the objectives of

the modification in business organization are also critical.

2.1.1 Communication in the Organization

According to Banihashemi, (2011) all aspects and points to effective

communication in the organization, it gain in conclusion that channels of

communication is one of the most effective way in a relationship, and qualified

managers have to pass over all stages of communication. Communication is a basic

element in organizational structure and functioning. It is the key mechanism for

achieving integration and coordination of the activities of specialized units at

different levels in the organization. Organizational communication can be

horizontal, upward, and downward:

12
Horizontal (lateral) communication aims at linking related tasks, work units and

divisions in the organization. The importance of horizontal communication

increases with task specialization and diversity in organizational structure. The

need for lateral or horizontal communication was first stressed by Fayol (1949),

when he suggested a 'gang plank' between similar hierarchical positions.

Downward communication provides information from higher levels to lower

levels. Being superior-subordinate communication, it follows the chain of

command through the line of authority. Downward communication can be of four

types (Katz & Kahn, 1966): Namely

1. Communication designed to provide job rationale to produce understanding

of the task and its relation to other organizational tasks;

2. Communication about organizational procedures and practices;

3. Feedback to the subordinate about his or her performance; and

4. Communication to foster inculcation of organizational goals.

2.1.2 Organization performance a source of organizational effectiveness

Performance when compared to goals and objectives. Within private or public

sector differs. In a private sector the three primary performance outcomes are

financial performance, market performance and shareholder value performance.

However, the public sector is concerned with service delivery, public

opinion/satisfaction and distributive development of the economy. In fact, a

13
Performance Management system aims at improving the results of people’s efforts

by linking these to the organization’s goals and objectives. Importantly employees’

performance can be improved by ensuring appropriate recognition and reward for

their efforts, and by improving communication, learning and working conditions. It

is also a common practice in public sector performance management literature to

talk about the three Es: Economy, Efficiency, and Effectiveness (Javier 2002;

Gondal & Shahbaz, 2012). According to Beirut, (2003) Performance is referred to

as being about doing the work, as well as being about the results achieved. It can

be defined as the outcomes of work because they provide the strongest linkage to

the strategic goals of 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 an intended outcome. We live

in a performance based culture whether in our personal or professional lives. To

achieve improvement in any given performance however, one must first know

what defines a quality performance. It is therefore important to understand the

factors that play 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 review of processes, strategies,

approaches, and parameters to track performance against intended targets. O’Boyle

14
& Hassan, (2014) measured performance on bases of capabilities in carrying out

obligations by personnel in an organization. Bayle & Robinson (2007) suggest

there are three principles that performance depends upon: the system of

governance; the quality of the organization’s network (affiliations, supporting

bodies); and the positioning of the organization within its particular sport. The

study refers to these principles as ‘The Strategic Performance Mix’. At the

operational level, Bayle & Robinson (2007) study suggests there are three further

performance issues that facilitate overall organizational performance: forms and

levels of professionalization; the presence of a participatory organizational culture;

and adopting a partnership approach. Performance means quality, condition, or

function. According to Shafique, Ahmad, Abbas & Hussain (2015) Organizational

performance was not only the outcome it was continuous process of different

activities. Capabilities were the effort to do activities, which were the processes

that lead to the organizational performance.

In comparing public sector organizations, with their peers in the private sector are

different. It means maximization of Profit is not desired and the ability of such

organizations to lower revenues, and overall, there are no agreed indicators to

performance measurement. For this reason some scholars know performance

measuring impossible in public sector. Hence some scholars have also begun to

focus on the performance of these entities with a number of studies in recent years

15
affording attention to various performance issues within these organisations such

as governance (Ferkins, Shilbury, & McDonald, 2009; Hoye& Doherty, 2011;

Shilbury, Ferkins, & Smythe, 2013; Yeh& Taylor, 2008) their performance

through effective policy-making and analysis of some key performance indicators.

More so, Sink (1991) viewed performance measuring as a complex task, difficult,

challenging, and important. Performance level is a function of the efficiency and

effectiveness of enterprise operations, Therefore, measurement of performance is

the process of quantifying the efficiency and effectiveness of an organization.

2.1.3 Barrier to Communication in Organization

There is no doubt the fact that communication is essential for the effective and

efficient management of every organization, yet manager/chief executive have

found communication very problematic and stressful because of certain barriers.

These barriers include the followings: communication overload, bad expressed

messages, in appropriate medium, poor listening and premature evaluation,

grapevine, hostility between the participants, bureaucracy, social distance,

communication filtering and distraction by personal and family problems. Hence,

Diwan (2000) reasoned that “the problem of effective communication is

unfortunately greater than just the recognition of its scale and importance”. As it

were effective communication is required for productivity in any organization. To

this end, Koontz (2001) while summarizing the barriers to effective

16
communication in an organization opened that communication problems are often

symptoms of more deep-rooted problems. For example, poor planning may be the

cause of uncertainty about the direction of the organization. Succulently, some

barriers to effective communication as highlighted in Onuaha (1991) include:

communication overloaded, badly expression n message, inappropriate medium/

language, poor listening/decoded and premature evaluation arising from lack of

understanding, grapevine with informal organizations within organizations

hostility between the participants and bureaucracy e.t.c

2.1.4 Implications of effective communication on organizational performance

Husain (2013) identified that the role played by communication during change in

the business organizations as essential for successful change management. The

employees are the key sources to bring about change in organizations. To

encourage employees for desired change, organizations must address the

apprehensions and issues related to them. Job insecurity should be decreased and a

sense of community should be created so that employees may feel their

responsibilities. The need for change and its advantages will motivate the staff to

participate in change plan and execute it.

According to Kibe (2014) investigated the effects of communication strategies on

organizational performance. A descriptive research design was used in this study.

132 questionnaires were distributed employees. The findings of this research

17
showed the importance of both the theoretical level and practical level. It

concluded that for any organizational performance to be effective, an open

communication environment should be encouraged. Once members of the

organization feel free to share feedback, ideas and even criticism at every level it

increases performance. Bery, Otieno ,Waiganjo &Njeru (2015), explored the effect

of employee communication on organization performance in Kenya’s horticultural

sector. This study was carried out in flower farms in Kenya. The population of this

study was all flower farms in Kenya which were the 14 flower farms registered in

the KFC directory (2013) and based in Naivasha. A total of 2460 respondents were

targeted by the study out of which 1888 responded giving a response rate of

76.7%. Correlation and regression analysis were used to test on the relationship

between the variables of the study. The study found that communication facilitates

exchange of information and opinion with the organization, that communication

helps in improving operational efficiency thus improving organization

performance. It concluded that communication is a major determinant of

organization performance. The study recommended that organizations should

develop effective communication strategies since it willfacilitate passing of

information both within and outside the organization thus improving performance.

Neves & Eisenberger(2012) reviewed that management communication was

positively associated with a temporal change in POS, mediates the relationship

18
between management communications and implications of practice. Specifically, it

revealed that management communication affects performance mainly because it

signals that the organization cares about the well-being and values the

contributions of its employees. This study also adopted the use the perceived

organization support in terms of communication as indicators on the effect of

communication on organization performance.

Rho (2009) assessed the impacts of organizational communication on the

perception ofred tape by comparing internal communication with external,

especially client-oriented, communication in both public and nonprofit

organizations. In the view of Inedegbor ,Ahmed, Ganiyat, &Rashdidat (2012)

practices of effective business communication, were related to the category of

business (service versus manufacturing) and its size.

Ogbo, Onekanma&Ukpere (2014) emphasized that flexibility in inventory control

management is an important approach to achieving organizational performance.

The study also found that there is a relationship between operational feasibility,

utility of inventory control management in the customer related issues of the

organization and cost effectiveness technique are implemented to enhance the

return on investment in the organization.

Nnamani & Ajagu (2014) examined the relationship between the employees and

their work environment, to assess the extent of employee performance on

19
productivity and to find out the extent environmental factor has enhanced to

performance. The survey method and the research tool was questionnaire. The

study had a population size of 1,152, out of which a sample size of 297. Two

formulated hypotheses were tested using Pearson’s correlation coefficients and z-

test statistical tools. Study reveal that there was unsafe and unhealthy work place

environment, poor motivation, lack of innovation, high cultural interference and

allow organizational interpretation process caused low productivity in the

company.

Weimann, Hinz, Scott & Pollock ( 2010) reviewed that communication culture and

tools of the distributed teams of a large German manufacturer is nether perfect nor

complete due to the communication behaviours and tools used by these real

distributed teams working together in ifferent settings on international projects.

The findings show that regular face-to-face meetings, email and phone still play a

vital role in team communications, even though a variety of communication tools

is available. The case study concluded that team member satisfaction and team

success can only be accomplished if the communication culture in the company

takes into account the technologies used and the distributed work setting. Likewise,

Schiller & Mandviwalla (2007) suggests that media vary in the levels of richness

they provide. Media might differ in the number of cues they are able to convey, the

timeliness of feedback, and the capacity for natural expression. The more of these

20
factors a medium covers the richer it is. Therefore face-to-face can be considered

as the richest medium. It permits timely feedback, allows the simultaneous

communication of multiple cues like body language, facial expression and tone of

voice, and uses highvariety natural language that conveys emotion. Video

conferencing, phone, chat (instant messaging), email, text messaging, addressed

written documents (e.g., notes, memos, letters), and unaddressed documents (e.g.,

bulletins, standard reports) follow face-to-face communication in media richness in

a descending order.

2.1.5 Barriers to Communication in Organizations.

There is no doubting the fact that communication is essential for the

effective and efficient management of every organization, yet

managers/chief executives have found communication very problematic and

stressful because of certain barriers. These communication barriers include

the following: communication overload, bad expressed messages,

inappropriate medium, poor listening and premature evaluation, grapevine,

hostility between the participants, bureaucracy, social distance,

communication filtering and distractions by personal and family problems.

Hence, Diwan (2000) reasoned that, “the problem of effective

communication is unfortunately greater than just the recognition of its scale

and importance.” As it were, Effective communication is required for

21
 productivity in any organization. To this end, Koontz (2001) while,

summarizing the barriers to effective communication in an organization,

opined that, communication problems are often symptoms of more deep-

rooted problems. For example, poor planning may be the cause of

uncertainty about the direction of the organization. Succinctly, some barriers

to effective communication as highlighted in Onuoha (1991) include:

communication overload, badly expressed message, inappropriate

medium/Language, poor listening/decode and premature evaluation arising

from lack of understanding, grapevine with informal organizations within

organizations, hostility between the participants, bureaucracy.

2.1.6 Overcoming Barriers to Communication in Organizations

In order to deal with the barrier to communication in organizations,

managers must first recognize that communication is an inherently complex

process. Another reason that communication is inherently difficult is that

human beings perceive and interpret reality according to their backgrounds,

needs, emotions, values and experience. A production mangers

memorandum to supervisor asking for figure on absenteeism will be seen as

a legitimate request by one supervisor and as unnecessary meddling by

another supervisor, a manager instruction may seem coldly formal to some

subordinate and polite to others, a quarterly report to one superior and

22
confusing to another. Some writers, in fact, believe that most organizational

barrier to communication is based on difference on the way people interpret

the communication they receive. Often, these differences can be traced to

cultural differences. In a nutshell, efficient organization depends on the

effectiveness of the internal communication. And with the presence of

communication barriers, how can an organization improve in its

communication networks. Some suggestions made by the American

Management Association are useful in this direction. These include:

(1) Clarity of ideas before attempting to communication.

(2) Examining the purpose of communication.

(3) Understanding the physical and human environment when

communicating.

(4) In planning communication, consult with others to obtain their support

as well the facts.

(5) Consider the content and overtone of the message.

(6) Whenever possible, communicate something that helps or is valued by

the receiver.

(7) Communication to be effective needs or require follow-up.

23
 (8) Communicate messages that are short run and long run importance.

(9) Actions must be congruent with communication, and.

(10) Be a good listener.

2.2 Theoretical framework

In this study, the researchers’ theoretical framework was built on “The Cybernetics

theory” propounded by W. Ross Ashby and Norbert Wiener in 1960 emphasized

on mathematics theory of communication and control systems through regulatory

feedback. Feedback can be positive (when the required result is achieved) or

negative; instantaneous (when the response is immediate) or delayed. Feedback is

used to gauge the effectiveness of a particular message put forth or situation that

has taken place. Cybernetics is the study of the communication and control of

regulatory feedback both in living and lifeless systems (organisms, organizations,

machines), and in combinations of those. Its focus is how anything (digital,

mechanical or biological) controls its behavior, processes information, reacts to

information and changes or can be changed to better accomplish those three

primary tasks.

2.2.1 Relevant/ application of the theory to the study

In applying these theories to the subject of study it is evident that effective

communication and organizational performance in Niger State Housing

24
Corporation Minna is not just dependent on the communication flow in the various

Faculties and Departments in Niger State Housing Corporation Minna. The

management should not be satisfied with giving instructions, sending text

messages, calling for meeting, writing memos and circulars. There is a need to

personally inform staff of new policies and innovations in the Niger State Housing

Corporation Minna system to enable members of staff to be aware and participate

effectively in issues that concern them. This is backed up with the Berlo"s (1960)

SMCR model which focuses on the individual characteristics of communication

and stresses the role of the relationship between the source and the receiver as an

important variable in the communication process. Hence the source of any

information in the Depatment should be clear and from a trusted and creditable

“source” i.e. the HOD. Likewise the channel used should be adequate. Hence they

should know when to apply formal or informal mode of communication, since their

main objective is to achieve results from staff. Furthermore in applying The

Cybernetics theory” it becomes useful for any organization that intends to achieve

employee performance to ensure that feedback mechanism should be enough either

in the attitude of work or the performance of an employee to achieve

organizational goals.

25
2.3 Historical Background of Niger State Housing Corporation Minna.

The Niger state housing came into being on the 15 th of May, 1979. It was

set up primarily, to minimize the problem of accommodation in the state

by providing "improved accommodation both in quality and quantity,

thus enhancing the standard of living of the citizens of Niger state. The

first general manager of was the former chief planning officer in the state

ministry of housing and environment Alhaji Bawa Bwari while Alhaji

Isa Mohammed Kagara was appointed secretary. They were replaced in

November, 1984, by Ac. Mustapha Zubairu and Alhaji, Mohammed Isa

Ekkan respectively, in September 1990 Mallam Mohammed Tukur Bobi

was appointed the new secretary of the cooperation. In April, 1991

Alhaji Abdullahi Moahmmed was appointed the acting General manager

of the cooperation. The hard a seven man board of directors with

Engineer Mustapha Bello as chairman. Board was dissolved in 1992, for

maximum efficiency and effectiveness, the cooperation is made up to

five departmental structures, namely: Administration, works department,

planning, finance and supply department and state with the following

division: Architecture, Quantity Surveying,, Engineer, Land Survey,

Forestry, Internal Audit Relations unit among others, like most other

entities, the cooperation is faced with serious financial problems grants

26
from the government have dwindled and there are no prospects that it

would unfortunately, loans from banks and other financial institution are

not fort coming. Another major problem is the high cost of building

materials. Second tier foreign exchange market (SFCM) has made things

worse such that the cost of building materials has increased by over two

hundred percent and these prices are subject to change without notice.

27
 CHAPTER THREE

RESEARCH METHODLOGY

3.1 Research Design

The study employed survey design as a mean to examine communication gap and

its effect on employee performance. The survey design was used to explain,

explore and describe the variables. It was used to explore and describe the

relationship between manpower training and productivity using the data collected

from the field survey. The method is expected to obtain information about people’s

opinion, attitudes and experiences that are difficult to observe directly.

3.2Population of the study

The population of the study consists of the both senior c and junior staff of Niger

State Housing Corporation Minna. The total workforce both senior and junior staff

as at June, 2018was one hundred and twenty seven (127). The breakdown shows

that there were 28 senior staff and 99 junior workers. The choice of this population

was informed by the nature of their job which requires adequate information for

effective employee performance.

3.3 Sampling Techniques and Sample Size

The technique adopted in this study simple random sampling method was used in

the administration of the questionnaire that covered both senior and junior staff in

Niger State Housing Corporation Minna. It has been stated that the reason behind
28
simple random sampling is to remove bias from procedure of selection, results and

also to allow every member of the population to have equal chance or probability

of being selected for the sample (Gravetter & Forzano, 2011).

To determine the sample size of this study, Taro Yamane, (1967), the sample size

of the study was derived using Taro Yamane formula to estimate it.

Where N is the population size

e is the margin error (assume 5%)

1= constant =

E = 0.05

n = 1+N (0.05)2

n= 127

1 + 127 (0.0025)

n = 127

1.3175

n = 96

However, the sample size of 96.

29
 3.4 Sources and Method of Data Collection

The primary data was collected through questionnaire administration. The

questionnaire was developed in order to empirically test the relationship between

communication gap and employee performance. The questionnaire was divided

into two parts (section A and B). The first part (Section A) contains socio-

demographic variables such as: gender, age, educational qualification, job status,

and work experience. Section B of the questionnaire will be designed with the

options of Strongly Agree (SA), Agreed (A), Disagree (D) and Strongly Disagree

(SD. The Respondents were requested to indicate their answers regarding each

item based on a Four Point Likert Scale with 1 scoring disagree to 4 scoring

strongly agree. The Four Point Likert scale was used to measure the relationships

between the variables. The secondary data was obtained from journals, textbooks

and the internet.

3.5 Instrument of Data Collection

The researcher used questionnaire as the instrument for collecting relevant data

from the respondents. Questionnaire is define as the statement which the

respondent have to react in writing so as to find out their feelings, and opinion on

the designed items in the questionnaire (Ekeh, 2003). The questionnaire is chosen

by the researcher as a method for data collections for the following obvious

reasons:
30
i. It helped the researcher to distribute the questionnaire to respondents

easily in order to meet up with the time factor.

ii. It gave enough time to respondents to respond to the items appropriately

iii. It helped to cover the large area and sample population of the study

iv. It instilled confidence in the respondents to freely give out views they fear

might get them into trouble or disapproved by others.

The factors that measure the effect of communication gap on employee

performance were included in a questionnaire survey instrument.

3.6 Instrument Validity and Reliability Test

To obtain the content validity, the questionnaire was subjected to thorough

scrutiny by the supervisors and other expert in the field of public

administration, including language experts for validation as well as language

appropriateness and clarity. While in reliability test, The use of various

instruments and controlled questions (repetitive questions in different forms for

cross-checking to see whether information obtained from the respondent was

correct or not) in the study enables the researcher compare the facts and

establish the reliability of the instrument. The reliability co-efficient for

31
ascertaining the reliability of the instrument was found to be 0.50level of

significance.

3.7 Method of Data Analysis

The data collected in this research were presented in a tabular form with the use of

frequency and simple percentage. The analysis of data was based on the response

from the questionnaire, using tables, simple percentage and chi-square where

applicable. The simple percentage formula used to obtain the value is as follows:

X x100

N 1

Where x = observed value

N = total value

However, the Chi-Squire was used test the hypothesis earlier stated in the chapter

one. The formula is:

X2 = ∑(fo – fe)2

Fe

Where:

X2 = Chi – square

32
 ∑= Summation

fo = Frequency observed

fe = frequency expected.

Also after that, one should know the degree of freedom is at 0.05% level of

significance by using the following formula.

dr = (c – 1) (r – 1)

33
 CHAPTER FOUR

4.0. PRESENTATION AND ANALYSIS OF DATA

4.1. Respondent Profile

The researcher administered ninety six (96) questionnaires to the respondents and

only 7seventy nine (79) questionnaires that were daily filled and returned.

Table 4.1.1.: Age

Variable Frequency Percentage %

18-25 50 63.2%
26 – 35 22 27.8%
36 – 45 5 6.3%
46 – 60 2 2.7%
61 and above - -
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 50 respondents (63.2%) are within the age between 18

– 25years, 22 respondents (27.8%) are within the age of between 26 – 35years, 5

respondents (6.3%) are within the age of between 36 – 45years, 2 respondents

(2.7%) are within the age of between 46 – 60 years while nobody are fall within

the age of between 61 years and above.

Table 4.1.2: Sex

Variable Frequency Percentage %

Male 64 81%
Female 15 19%

34
Total 79 100%
Source: Questionnaire Administered, 2018

The table above shows that 64 respondents (81%) are males by sex, while 15

respondents (19%) are females by sex.

Table 4.1.3: Marital Status

Variable Frequency Percentage %

Single 50 63%
Married 29 37%
Divorce - -
Total 199 100%
Source: Questionnaire, Administered, 2018.

The table above shows that 50 respondents (63%) are single, 29 respondents (37%)

are married while nobody involved in the category of divorce.

Table 4.1.4: Educational Qualification

Variable Frequency Percentage %

SSCE 24 30.3%
ND/NCE 40 50.6%
BSc./HND 15 19.1%
Others specify - -
Total 79 100
Source: Questionnaire Administered, 2018

35
The table above shows that 24 respondents (30.3%) are SSCE holders, 40

respondents (50.6%) are ND/NCE holders, 15 respondents (19.1%) are BSc.?HND

holders while no any respondents fall in others specify.

4.2 Data Presentation and Analysis

Research Question One: Is there any relationship between effective

communication and employee’s performance in Niger State Housing

Corporation Minna?

Table 4.2.1: Does effective communication affect employee’s performance?

Variable Frequency Percentage %

Very Effective 3 3.8
Fairly Effective 10 12.7
Effective 8 10.1
Not Effective 58 73.4
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 3 respondents (3.8%) opined that communication very

effective on employee’s performance, 10 respondents (12.7%) opined that

communication is fairly effective on employee’s performance, 8 respondents

36
(10.1%) opined that communication is effective on employee’s performance and

58 respondents (73.4%) said that communication are not effective on employee’s

performance.

Table4.2.2: To what extent does effective communication enhances

organizational goals?

Variable Frequency Percentage %

Yes 29 36.7
No 50 63.3
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 20 respondents (36.7) said that effective

communication enhances organizational goals and 50 respondents (63.3%) said

that effective communication does not enhance organizational goals.

Table 4.2.3: Does communication mechanism enhance employee’s

performance?

Variable Frequency Percentage %

37
 Yes 29 36.7
No 50 63.3
Total 79 100
Source: Questionnaire Administered, 2018

The tables above shows that 20 respondents (36.7) said that communication

mechanism enhance employee’s performance and 50 respondents (63.3%) said that

communication mechanism does not enhance employee’s performance.

Research Question Two: How effective are the communication techniques

enhanced employee performance in Niger State Housing Cooperation Minna?

Table 4.2.4: To what extent does a communication technique affect employee

performance?

Variable Frequency Percentage %

Highest degree 10 12.7
Highly only 5 6.3
Averagely 64 81
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 10 respondents (12.7%) opined that communication

technique is very effective on employee performance, 5 respondents (6.3%) opined

that communication technique is highly effective on employee performance and 64

respondents (81%) said that communication technique is not effective on employee

performance.

38
Table 4.2.5: How effective does communication techniques affect

organizational performance?

Variable Frequency Percentage %

Yes 29 36.7
No 50 63.3
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 20 respondents (36.7) said that communication

techniques affect organizational productivity and 50 respondents (63.3%) said that

communication techniques does not affect organizational productivity.

Table 4.2.5: Do they adopt proper channel for enhancing effect

communication on employee performance?

Variable Frequency Percentage %

Yes 39 49.4
No 40 50.6
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 39 respondents (49.4) that said that they adopt proper

channel for enhancing effect communication on employee performance and 40

respondents (50.6%) said that they do not adopt proper channel for enhancing

effect communication on employee performance

39
To what extent has communication gap affect employee performance in Niger

State Housing Cooperation Minna?

Table 4.2.6: Does communication gap affect employee’s performance?

Variable Frequency Percentage %

Yes 50 63.3
No 29 36.7
Total 79 100
Source: Questionnaire Administered, 2018

The tables above shows that 50 respondents (63.3%) said that communication gap

affect employee’s performance and 29 respondents (36.7%) said that

communication gap affect employee’s performance.

Table 4.2.7: Do you understand the nature of the work being assigned to you

in your organization?

Variable Frequency Percentage %

Yes 50 63.3
No 29 36.7
Total 79 100
1. Source: Questionnaire Administered, 2018

40
The tables above shows that 50 respondents (63.3%) said that understand the

nature of the work being assigned to you in your organization and 29 respondents

(36.7%) said that they do not understand the nature of the work being assigned to

you in your organization.

Table 4.2.8: Does the medium through works are assign to you follows the

proper channel in enhancing your performance?

Variable Frequency Percentage %

Yes 29 36.7
No 50 63.3
Total 79 100
Source: Questionnaire Administered, 2018

The table above shows that 29 respondents (36.7%) that said that the medium

through works are assign to you follows the proper channel in enhancing your

performance and 40 respondents (63.3%) said that the medium through works are

assign to you do not follows the proper channel in enhancing your performance.

4.3Testing of Hypotheses

The Table 4.2.6 above could be used to judge hypotheses formulated in the

chapter one

Variable Frequency Percentage %

Yes 50 63.3
No 29 36.7
Total 79 100
Source: Questionnaire Administered, 2018

41
 ct X rt
cr

Fe 1.1. = 50 x 50 = 31.6
79

Fe 1.2. = 50 x 29 = 18.4
79

Fe 2.1 = 29 x 29 = 10.6
79

Fe 2.2 = 29 x 50 = 18.4
79

4.2.1. The table below will be presented hypothesis in a contingency table

Variable R-1 Fo Fe Fo – Fe (Fo – Fe)2 (Fo – Fe)2

Fe
Yes 1.1 50 31.6 18.4 338.56 10.7
No 1.2 50 18.4 31.6 998.56 54.3
Yes 2.1 29 10.6 18.4 338.56 31.9
No 2.2 29 18.4 10.6 112.36 6.1
Total 103
Source: Authors Computation, 2018

However, the calculated value is 103

It should be understood that the degree of freedom should be at 0.05% level of

significant.

df = (C – 1) (r – 1)

42
df = (3 – 1) (3 – 1) = 4 at 9.488

Decision Rule

Since the calculated chi-square value (103) is greater than the table value (9.488),

we can reject null (H0) hypothesis which states that there is no significant

relationship between communication gap and employee’s performance in Niger

State Housing Cooperation Minna Niger State and accept alternative hypotheses

(H1) which states that there is a significant relationship between communication

gap and employee’s performance in Niger State Housing Cooperation Minna Niger

State.

4.4. Summary of Major Findings

Base on the above analysis and the hypothesis stated about the following

summary finding are:

1. The study revealed that there is significant relationship between effective

communication and employee performance Niger State Housing

Cooperation Minna Niger State.

2. The study also revealed that that communication technique is not effective in

enhanced employee’s performance in Niger State Housing Cooperation

Minna Niger State.

43
 3. Finally, the study found out that there is a significant relationship between

communication gap and organizational performance in Niger State Housing

Cooperation Minna Niger State.

CHAPTER FIVE

SUMMARY, CONCLUSSION AND RECOMMENDATIONS

5.1 Summary

This study examined the impact of communication gap and it effect on

organizational performance in Niger State Housing Cooperation Minna.

Chapter examine the over view of the subject matter, statement of research,

problem which provide the missing link objectives of the study statement of

the hypothesis research questions, significance of the study scope and

limitation and definition of the key terms.

Chapter review some existing culture base on the concept of the variables

that is the concept of communication and organizational performance this

was done by paradigm parading the opinion and counter of in as we

conclusion in different authority in the subject matter.

44
 Again in the chapter three was devoted to research methodology adopted in

this research work such as research design, population of the study,

sampling size and sampling techniques method an source of data collection,

instrument of data analysis as well as validity and reliability instrument.

Furthermore, chapter four present and analyze data and tested the hypothesis

earlier formulated in chapter one by using chi – square as a tool to test where

the hypothesis show that the calculate value is greater than the critical value.

Finally, chapter five examines the summary of the all chapters conclusion

base on finding and recommendation for future reference.

5.2 Conclusion

From the forgoing findings it was concluded that there is not significant

relationship between effective communication and employee performance

Niger State Housing Cooperation Minna Niger State.

Again, the study concluded that communication technique is not effective in

enhanced employee’s performance in Niger State Housing Cooperation

Minna Niger State.

Finally, the study concluded that there is a significant relationship between

communication gap and organizational performance in Niger State Housing

Cooperation Minna Niger State.

45
5.3 Recommendations

In the view of the above findings, the following recommendations are:

1. The management of the Housing Cooperation should provide a means or

mechanisms that foster the relationship between effective communication

and employee performance in an organization.

2. The management of the Housing Cooperation should provide a legal

framework that will enhance effective communication and employee

performance.

3. The policy maker should continue to use different approaches that will

stoppage communication gap and organizational performance in Niger State

Housing Cooperation Minna Niger State.

46
 REFERENCES

Alysa, G. (2005). 12 secrets of effective business communication. Posted in HW

to’s – 35 comment by Noupe.

Blalock, M. (2005). Listen up, why good communication is good business.

Wisconsin Business Alumni update.

Churchill, G. A. (1995). Marketing research: Methodological foundations (5th

ed.). London: the Dryden Press.

Cronbach, L. T. (1947). Test reliability: Its meaning and determination.

Psychometrical, 12(1), 1 –16.

Dawes, J. (1999). The relationship between subjective and objective company

performance measure inresearch. Further empirical evidence. Marketing
Bullion, 10, 65 – 75

Deshpande, R., & Farley. J. U. (2004). Organizational culture, market orientation,

innovativeness andfirm performance in international research odyssey.
International Journal of Research in Marketing,21, 3 – 22.

Hall, J. & Lockshin, L. (2000). Using means – and chains for analysis occasions –
not buyers.Australasion Martketing Journal, 8(1), 45 – 54.

Harris, L. C. & Ogbonna, E. (2001). Leadership style and market orientation: an

empirical study.European Journal of marketing, 35 (5/6), 744 – 764.

Kotler, P. (2004). Marketing management. New Delhi: Pearson Education.

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Pearson, G. J. (1993). Business orientation – cliché or substance?
JournalofMarketing Management, (3), 233 – 43.

Peason, G. J. (1993). Business orientation – cliché or substance. Journal of

Marketing Management 9(3), 233 – 43.

Stewart, D. W. (1981). The application and misapplication of factor analysis in

marketing research.Journal of Marketing Research, 18, 51 – 62
Wright, M., & Kearns, (1998). Progress in marketing knowledge. Journal of
EmpiricalGeneralisation in Marketing Science, 3, 1 – 21.
APPENDIX
Department of office
technology and management,

Niger State Polytechnic

Zungeru,

P.M.B 1,

Bida Campus.

Dear Respondents,

QUESTIONNAIRE

I am a final year student of the above named institution and carrying out a research

on “Communication Gap and its effect on Employee’s Performance.” (A Case

Study of Niger State Houing Corporation Minna).

The purpose of this questionnaire is to enable me collect relevant, reliable, accurate

and valid information needed.

48
Your kind co-operation in filling the questionnaire attached is highly important and

will be very much appreciated as all information given would be treated and kept

as confidential.

Thanks you.
Yours faithfully,

Ahmed Musa
1. Sex

(a) Male [ ] (b) Female [ ]

2. Age of respondent

(a) 17 – 25 years [ ] (b) 26 – 34 years [ ]

(c) 35 – 44 years [ ] (d) 45 years and above [ ]

3. Marital status

(a) Single [ ] (b) Married [ ]

(c) Divorce [ ] (d) Widow [ ]

4. Educational Qualification

(a) SSCE [ ] (b) ND/NCE [ ]

(c) BSc/HND [ ] (d) Others [ ]

5. Categories

a. Senior Staff [ ]

49
 b. Junior Staff [ ]

Research Question One: Is there any relationship between effective

communication and employee’s performance in Niger State Housing

Corporation Minna?

5. Does effective communication affect employee’s performance?

a. Very Effective [ ]

b. Fairly Effective [ ]

c. Effective [ ]

d. Not Effective [ ]

6. To what extent does effective communication enhance organizational goals?

a. yes [ ]

b. no [ ]

7. Does communication mechanism enhance employee’s performance?

a. Yes [ ]

b. no [ ]

Research Question Two: How effective are the communication techniques

enhanced employee performance in Niger State Housing Cooperation Minna?

8. To what extent does a communication technique affect employee

performance?

50
 a. Highest degree [ ]

b. Highly only [ ]

c. Averagely [ ]

9. How effective does communication techniques affect organizational

performance?

a. Very Effective [ ]

b. Fairly Effective [ ]

c. Effective [ ]

d. Not Effective [ ]

10.Do they adopt proper channel for enhancing effect communication on

employee performance?

a. Yes [ ]

b. No [ ]

To what extent has communication gap affect employee performance in Niger

State Housing Cooperation Minna?

11. Does communication gap affect employee’s performance?

a. Yes [ ]

b. No [ ]

12.Do you understand the nature of the work being assigned to you in your

organization?

51
 a. Yes [ ]

b. No [ ]

13. Does the medium through works are assign to you follows the proper

channel in enhancing your performance?

a. Yes [ ]

b. No [ ]

52