Effective communication in organizational performance: a case of N.H.I.F. Nairobi

Abstract

The main purpose of this study was to highlight the importance of effective communication on employees' performance .Specifically the study main aim was: 1. To establish what are the existing channels of communication used by NHIF? 2. To investigate how is communication carried out in the NHIF? 3. To determine what are the communication needs of the employees at NHIF? 4. To find out the challenges faced by the employees during communication. 5. To find out what can be done to improve employee and management Communication? This study took a descriptive survey approach. The proposed study was carried out in Nairobi and it will covered 60 employees ofN.H.I.F West lands Branch. To select the managers of the different department's purposive sampling was be used because there is a department head in each section of the organization. To select the employees' random sampling was used. The main research instrument for this study was a self-administered questionnaire. This is because it was less time was required to respond. To ensure that the questionnaire was valid and reliable, content validity was used to measure the accuracy and meaningfulness of the questions based on the set objectives. A pilot study was also conducted on 30 workers from N.H.I.F to enhance lhe questionnaires validity and reliability. Descriptive statistics was used in this 'study. Specifically frequencies means and standard deviations were- utilized to explore the variables under the study. The analysis was also computed via the SPSS (Statistical Package for Social Sciences). Data obtained indicated that letters and memoranda were the most used channels of communication at NHIF. The other mentioned means of communication at NHIF were the use of telephone conversations, face to face oral communication, conferences, committees and meetings, posters and notice boards. Most of the workers clearly stated that they were not aware of any existing communication policy at NHIF.It was reported by most of the managers that the NHIF policy did fit into their objectives. The findings also revealed that the organization tries to ensure that the employees receive clear and accurate and prompt information on what the organization expects from them which was opposed by the workers who disagreed with the fact that the organization ensures that the employees receive clear and accurate and prompt information on what the organization expects from them. Most of the workers (19) indicated indicate that employees were not given an opportunity to jiCe their suggestions and fears. Majority of the responses indicated that NHIF does not implement the views and opinions of workers .According to the responses obtained all the workers reported that there was need for the organization to ensure that the workers were able to access information on the computers especially via the e-mail services; need for follow up programmes to be put in place so as to ensure that the proper channels are followed ; need for timelj" and accurate feed back which & would in turn lead to a smooth supply of information to the workers and the need to implement the voiced concerns by lhe workers. The results obtained from the workers and the managers clearly indicated that at NHIF feedback was conveyed to the workers through the use of letters and memoranda that were displayed on the notice boards. Data obtained from the managers and workers responses clearly indicated that the bureaucracy of NHIF was the main barrier to effective communication in the organization. The managers also reported that the staff could not raise their fears freely without the fear of losing their jobs. It was also reported that some machines which can facilitate effective communication are too expensive for the organization to purchase .According to the managers there is need for the organization to hold regular meetings so as to solve the different problems facing the workers. The workers also needed to be allowed to communicate freely with their bosses without the fear of losing their jobs. The managers also indicated that there was need to allow feed back to the employees so as to be able to implement the different issues relating to NHIF. It was advocated that there was need for certain central points of enquiry to be established where workers can be able to raise their issues and complains freely.