Open AccessEFFECTS OF ORGANIZATIONAL COMMUNICATION STYLES ON EMPLOYEES JOB PERFORMANCE IN OGUN-OSUN RIVER BASIN DEVELOPMENT AUTHORITY (OORBDA), OGUN STATE, NIGERIA
Author(s) -
S. O. Adeogun,
B. G. Abiona,
T. D. Ajayi,
W. Amuludun
Publication year - 2017
Publication title -
journal of humanities social science and creative arts
Language(s) - English
Resource type - Journals
ISSN - 2315-747X
DOI - 10.51406/jhssca.v11i1.1683
Subject(s) - ogun state , population , organizational communication , marital status , stratified sampling , psychology , socioeconomics , geography , demography , public relations , statistics , sociology , political science , local government , mathematics , archaeology
Organizations cannot exist without effective communication because the changing in social and economic atmosphere bring changes in the work settings of any organization. The study determined impact of organizational communication on job performance in Ogun-Osun River Basin Development Authority (OORBDA) Ogun State, Nigeria. Proportionate stratified random sampling technique was use to select 114 respondents which represented 35% of the total population. The study showed that majority (53.3%) of employees were male , 60.9% of the employees fall within the age categories of 20-40 years, majority (77.2%) were married, more than half (58.7%) had higher degrees. Also, the mean age of the respondents was 38.5 years. The findings also revealed that the most preferred communication channel was Face to face (x̅=3.46), Memo ((x̅=3.42) and Letter (x̅=3.30, while the least preferred communication channels were, Facebook (x̅=2.42), WhatsApp (x̅=2.27 and Intranet (x̅=2.0). Furthermore, the study revealed that majority of the respondents (75.2%) indicated that leaders at OORBDA deployed the use of Assertive/dominant communication styles while very few (8.3%) indicated that aggressive communication style in the organization. The inferential statistics show that significant relationship was existed between marital status (χ2=12.795, p<0.00), education (χ2=11.762, p<0.00) and employee’s job performance. Study’s analysis showed that organization communication styles do not have significant effect on job performance. The study concluded that the employees who are better educated perform well on their job also, majority of leader at OORBDA deployed the use of assertive/dominant communication style in the organization. Management of the organization should ensure motivation incentives such as access to training and promotion as at when due to deserving employees are ensured to boost employees’ job performance.