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INTRODUCTION
Operating a successful business involves more than just making money; it also refers to
being able to manage the people that make it all possible – the employees. Having a well-
defined set of Human Resources Practices in existence enables organization accomplish
this task with ease. Practices that are legally and ethically sound will yield greater results
in business than attempting to manage personnel in a haphazard fashion. The best human
resources practices construct the most effective and efficient method of accomplishing
any objective or task for a business. When aligned with the corporation’s mission
statement and goals, these practices can address many of the personnel concerns that can
come up for a business. It is far better when an organization is moving forward towards
attaining goals as one unit while collectively working towards a communal goal and
having a plan to get there (Taylor, 2014).
Human resources are considered the most valuable assets of any organization but very
few organizations are able to fully harness its potential. While human resources refer to
individuals who make up the workforce of an organization, Human Resources
Management is defined as a very critical and imperative function that operates within an
organization. This function classified into recruitment, compensation, development
related to the organization, safety, motivation of employee, benefit wellness,
communication and training, performance management and all other activities that are
associated with goal achievement of the organization (Ayesh, 2012).
Neo (2007) defines human resource management as composed of policies, practices and
system that influence employees’ behavior, attitude and performance. Oladipo (2011)
opines that having the right personnel at the right place and at the right time is utmost
important to survival and success of any organization.
The Human Resource department is tasked with reviewing the organizations, HR
practices and recommending policy changes, where necessary. As a part of review,
academic qualifications of the staff were harmonized without further discrimination
between Degree holders and Higher National Diploma, Certificate holder, training
programs were organized for all categories of staff. Employee who lacked basic skills and
qualifications could not be retained were laid off, whilst a rigorous recruitment process
was instituted to attract skilled personnel for the various department.
Historically, HRM practices were primarily centered on administrative tasks and
personnel oversight. However, contemporary paradigms have witnessed a progressive
transition towards strategic HRM, emphasizing a holistic approach that aligns HR
initiatives with organizational objectives. Simultaneously, the recognition of
communication as a cornerstone for disseminating these strategic HRM policies has
become increasingly pronounced.
According to media richness theory (Daft & Lengel, 1986), HR communications around
areas like selection, orientation, compensation, and performance management require
richer media able to convey nuance. Meanwhile, social exchange theory (Cropanzano &
Mitchell, 2015) suggests that positive, transparent HR communication can improve
employee engagement and commitment through developing mutual trust, loyalty and
obligation.
The manner in which HRM strategies are communicated holds immense sway over
employees' perceptions and interpretations. Clear and well-articulated communication
regarding HRM initiatives fosters a conducive environment, enhancing employee
engagement, satisfaction, and commitment. Conversely, communication breakdowns or
inadequacies in conveying HRM policies can breed misunderstanding, undermine
morale, and erode trust among employees, thereby dampening their engagement levels.
The intricate interplay between HRM and communication practices assumes a pivotal
role in translating organizational objectives into actionable directives for employees.
How HRM policies are conveyed and disseminated shapes the prevailing organizational
culture, influencing employee attitudes, behaviors, decision-making processes, and
consequently, the overall organizational performance.
Plateau State Polytechnic is a prominent tertiary institution in Nigeria located in the city
of Jos. Established in 1978, the polytechnic has grown to include three main campuses -
Jos Campus, Pankshin Campus, and Bokkos Campus. Today, Plateau State Polytechnic
has a student population of over 15,000 and 500 academic staff across various programs
(Plateau State Polytechnic, 2022).
The polytechnic offers National Diploma and Higher National Diploma programs
spanning diverse fields including Engineering, Environmental Sciences, Management and
Accounting, Computer Science, Hospitality Management, and Communication. The
institution is accredited by the National Board for Technical Education (NBTE).
In recent years, Plateau State Polytechnic has implemented several new HR policies
aimed at improving staff recruitment, training, evaluation and retention. Some examples
include the launch of an online performance management system in 2020 to streamline
communication around goal-setting and feedback, the introduction of a new employee
orientation program in 2021 to improve onboarding, and increased allocations for faculty
training seminars in the 2022 budget.
These recent changes indicate that communication between HR and employees around
policies, expectations, and development is already an area of focus at the polytechnic.
This makes the current time an opportune moment to conduct research examining how
enhancing HR communication strategies could amplify the impact of these ongoing
initiatives on employee productivity and performance at Plateau State Polytechnic.
Therefore, the core problem this research aims to address is the lack of empirical insight
on the status of HR-employee communication within Nigerian polytechnics, and how
enhancing communication could strengthen outcomes. With surging enrollment and
mounting demands, Nigerian polytechnics require context-specific guidance on
optimizing HR communication to maximize human capital productivity and performance.
However, scholarly investigation into this issue has been minimal, especially using
empirical methods. Existing literature has focused predominantly on private companies
or Western contexts, with limited culture-specific research on the Nigerian tertiary
environment. Quantitative data is lacking on HR communication frequencies, channels,
effectiveness ratings or content analysis. Qualitative perceptions of employees are also
scarce.
This study will help bridge these knowledge gaps by capturing quantitative metrics
regarding the state of HR-employee communication at Plateau State Polytechnic through
surveys. As a large public polytechnic, Plateau State represents an ideal organizational
context for an exploratory case study.
The significance of this study lies in its potential to unveil critical insights into the
interconnected realms of Human Resource Management (HRM) communication and
employee dynamics, aligning with the outlined research objectives. By investigating the
impact of HRM communication on employee perceptions, this research endeavors to
elucidate the pivotal role of transparent and clear communication channels in shaping
employees' understanding of their roles and organizational objectives. Such insights
could equip organizations with strategies to enhance employee clarity, potentially leading
to heightened alignment with organizational goals and improved job performance.
The benefits stemming from this study extend beyond theoretical implications. Its
findings may provide practical guidelines for organizational policies and practices,
assisting in the refinement of HRM communication strategies. Consequently, this could
lead to a more engaged, motivated, and satisfied workforce, ultimately contributing to
improved organizational performance, sustained growth, and competitiveness within the
broader organizational landscape. Thus, the significance of this study rests in its potential
to offer actionable recommendations that could positively transform organizational
dynamics and foster a more conducive and thriving work environment.
1.6 SCOPE OF THE STUDY
The study will comprehensively explore the intricate relationship between Human
Resource Management (HRM) communication strategies and various dimensions of
employee experiences within an organizational context. It will delve into the anticipated
impact of HRM communication on employee perceptions, engagement, morale, trust, and
overall organizational dynamics.
Lastly, exploring the effects of communication breakdowns on employee morale and trust
involves examining instances where HRM communication inadequacies impact
information flow. Understanding how employees make sense of unclear communication
or ambiguous messages is pivotal, in line with OIT's focus on managing ambiguity. This
investigation considers how HRM communication addresses or contributes to ambiguity
during organizational changes, thereby influencing morale and trust.
Human resource management (HRM) is the policies, practices, and systems that
influence employees’ behaviour, attitudes, and performance. Many companies refer to
HRM as involving “people practices”. There are several important HRM practices that
should support the organization’s business strategy: analyzing work and designing jobs,
determining how many employees with specific knowledge and skills are needed (human
resource planning), attracting potential employees (recruiting), choosing employees
(selection), teaching employees how to perform their jobs and preparing them for the
future (training and development), evaluating their performance (performance
management), rewarding employees (compensation), and creating a positive work
environment (employee relations). An organization performs best when all of these
practices are managed well. At companies with effective HRM, employees and customers
tend to be more satisfied, and the companies tend to be more innovative, have greater
productivity, and develop a more favorable reputation in the community Neo (2011).
5) Increase the efficiency of the employee performance helps to make the right decisions.
Performance is what the organization hires one to do, and do well” (Campbell,
2015). Thus, performance is not defined by the action itself but by judgemental and
evaluative process. Moreover, only actions which can be scaled, i.e., measured, are
considered to constitute performance. The outcome aspect refers to the consequence or
result of the individual’s behavior. Scotter (2014) asserted that performance is both
behaviors and results. Behaviors emanate from the performer and transform performance
from abstraction to action. Not just the instruments for results, behaviors are also
outcomes in their own right – the product of mental and physical effort applied to tasks –
and can be judged apart from results. This definition of performance leads to the
conclusion that when managing performance both inputs (behavior) and outputs (results)
need to be considered. It is not a question of simply considering the achievement of
targets, as used to happen in ‘management by objectives’ schemes. Competency factors
need to be included in the process (Armstrong, 2016).
It helps to align employees with the organizational vision, mission, values, and goals, and
to understand their roles and responsibilities in achieving them. By communicating the
organizational purpose and direction, employees can see how their work contributes to
the larger picture and feel more motivated and inspired.
It fosters a culture of trust, respect, and collaboration among employees and managers,
and encourages feedback and recognition. By communicating openly and honestly,
employees can build trust and rapport with each other and their managers, and feel more
comfortable to share their opinions and ideas. By communicating feedback and
recognition, employees can receive constructive guidance and appreciation for their
efforts, and feel more valued and respected.
It motivates employees to perform at their best, to learn and develop new skills, and to
seek opportunities for growth and innovation. By communicating expectations and goals,
employees can have a clear and realistic understanding of what is expected of them and
how they will be evaluated. By communicating learning and development opportunities,
employees can have access to the resources and support they need to enhance their skills
and competencies. By communicating challenges and opportunities, employees can have
the chance to apply their creativity and problem-solving skills to new and exciting
projects.
It supports employee well-being, by reducing stress, conflict, and uncertainty, and by
enhancing satisfaction, loyalty, and retention. By communicating effectively, employees
can avoid misunderstandings and miscommunication that can lead to stress and conflict.
By communicating clearly and consistently, employees can reduce uncertainty and
ambiguity that can cause anxiety and frustration. By communicating positively and
empathetically, employees can enhance satisfaction and loyalty that can increase
retention and engagement.
2.1.5 Impact of Human Resource Management on Employees Performance
Human resource management (HRM) refers to the policies and practices involved in
carrying out the ‘human resource (HR)’ aspects of a management position including
human resource planning, job analysis, recruitment, selection, orientation, compensation,
performance appraisal, training and development and labor relations. HRM is composed
of the policies, practices and systems that influence employees’ behavior, attitude and
performance. The presumed link between individual performance and organizational
performance has been well established in business literature. Aware of such a fact,
organizations have been in a state of constant search for leverages of employee
performance. The leverages are the factors that promote or enhance the level of employee
effort and activities related to his/her work, which ultimately improve organizational
performance. The search for the leverages or factors that enhance employee performance
has always been a big concern for industrialists and researchers. Taylor's prescriptions
which looked for the 'one best way' of production attached to a reward package which
enabled 'economic man' to maximize income was an early attempt to couple employee
motivation with productivity and output. Aguinis regard HRM s “involving all
management decisions that affect the relationship between the organization and
employees, its human resources”. Human resource management (HRM) practices, in any
firm, are a moderator among the strategy and policies of HRM and HRM outcome. HRM
practices include job analysis, orientation, performance appraisal, human resource
planning, labour relations, selection, recruitment, compensation and training and
development. HR practices and job satisfaction are studied widely in different parts of
the world. It is assumed that HR practices are closely associated with job satisfaction.
Because many scholars and practitioners believe that sound HR practices result in better
level of job satisfaction which ultimately improves organizational performance. Some
researchers focus on the overall job satisfaction or even life satisfaction of employees
whereas some others underline a variety of satisfaction facets such as satisfaction with
pay, promotion, supervisor, or co-workers.
Employee Participation: HR professionals must focus on continuous innovation by
responding positively to new ideas and constantly keeping track of new trends.
Innovative HR interventions, designed to ensure that people respond spontaneously to the
critical demand of the organizations, have tremendous potential to bid healthy and
successful organizations. Today, the organizations that simply follow the traditional
approaches to managing people, obsessed with the in- place HR systems that they have,
appear to be destined to perform at a mediocre level or worse. Organizational support is
defined as "the extent to which employees perceived that the organization valued their
contribution and cared about their well-being". The support that is provided by the
organization is directly related to employees' performance. Employees exchange their
genuine effort for greater care, concern and support they received from their organization.
Similarly, DeCotiis and Summers (2017) reported that when employees were treated with
consideration, they displayed greater levels of commitment.
Compensation: Industrialists and researchers have been in constant search for the
factors that affect employee performance. In his early attempt, Taylor had suggested
prescriptions which looked for the 'one best way' of production attached to a reward
package which enabled 'economic man' to maximize income in return for his/her great
effort. This was an early attempt to couple employee motivation with productivity and
output. Intrinsic paybacks, in terms of rewards and compensation, do enhance the
employees' in-role performance to some degree. However, when organizations set goals
of improving their effectiveness, as well as efficiency, it requires that its members take up
extra role activities and perform them to the best of their abilities. Extra role
performance by the employees is an indicator of positive individual contribution to
overall organizational effectiveness. Altarawmneh and AlKilani (2010) state that
“employees are motivated when there are financial rewards directly tied to their
performance”. Fulmer (2003) investigate the association between compensation and
work performance and found positive association between them. Compensation has a
significant correlation with worker performance outcomes.
Moreover, a significantly positive relationship has been identified by Teseema and
Soeters (2016) between compensation practices and employee performance. An
examination of the literature on gender differences in pay raises suggests two different
reasons why women may receive higher raises than men. Reduced stereotyping is one
possible reason for women receiving higher pay raises. Specifically, Gerhart (2013)
suggested that women had lower base pay, but higher pay increases, due to differences in
the amount of information available to the decision-maker. As Tosi and Einbender (2015)
argued, when managers have limited information about job performance or capabilities,
they tend to make stereotypical judgments.
Empirical Review
Many previous studies on HR policies-employee outcomes relationship were conducted
within
HRM practices-organisational performance studies. The following is a review of some
previous
studies.
Otoo (2019) studied the mediating role of employee competence in the HRM practices –
organisational performance relationship. In this study, 600 employees of selected hotels
were given a copy of a structured questionnaire to elicit relevant data, which was
subsequently analysed using SEM. The study found that HRM practices significantly
determine employee competence, mediating the HRM practices – organisational
performance relationship.
Taib, Saludin and Hanafi (2018) investigated the mediating role of employee engagement
(a component of employee outcomes) in the HRM practice – organisational performance
relationship. Data was collected from 318 public sector employees in Malaysia and
analysed using SEM. Results show a significant relationship between HRM practices and
employee engagement. The study also found that employee engagement significantly
mediates the HRM practices – organisational performance relationship. However, a gap
in this study is that it ignores other relevant components of employee outcomes. This
study hopes to fill this gap. Sothan, Baoku & Xiang (2016) studied the relationship
between commitment and employee creativity. Analysing data from 342 sampled
respondents drawn from hotels in Cambodia using Structural Equation Modelling (SEM),
the study found that commitment significantlydetermines employee creativity which is a
component of employee competence. Teryima (2016), on the other hand, found that
motivational factors significantly determine employee commitment. A gap in these
studies is their piecemeal approach to studying the determinants of employee outcomes.
Jiang, Lepak, Hu & Baer (2012) investigated the impact of HR on firm performance with
emphasis on factors that intervene in the relationship. The study sourced data from
31,463 firms in 116 articles representing 120 unbiased samples. Analysis was carried out
using Structural Equation Model. Three elements of HR systems were found to have
varying impacts on employee behavioural outcomes and organisational performance. The
link between HR practices and organisational performance was also established. The
authors found that an increase in HR practices by one standard deviation (SD) led to an
increase in a firm’s financial performance by SD a .13, .18, or.09.
In the same vein, Kovak & Dysvik (2010) studied the effect of perceived investment in
employee development (learning and development) on employee outcomes (affective
commitment, turnover intentions, work effort and organisational citizenship behaviour).
Using cross-sectional data collected from 331 employees from Norwegian
telecommunication firms, analysed using SEM, the study found that perceived investment
in employee development significantly determines selected employee outcomes.
Singh (2014) investigated the influence of HRM practices on organisational outcomes in
India. To this end, data were gathered from 120 companies in India were processed with
SEM. The investigation discovered that important HRM practices positively influenced
employee behavioural outcomes.
SUMMARY
An organisation can only be as good as the performance of organisation’s employees
because employees’ performance is the most important determinant of organisational
success. In other words, routed and improving individual performance will also increase
the performance of the organisation. The way to achieve that employees will fi nd their
work meaningful is through the
creation of the working environment and building the system that aims to continuously
improve performance. The most important task at this point it does falls undoubtedly to
human resources managers.
The purpose of HRM practices is to provide eligible employees for organisations in order
to increase organisational performance and effectiveness. Therefore, entire HRM
activities endeavour for regulative people to organisations in order to ensure retention and
long-term employment, and increase organisational performance. Long-term employment
and retention of
employees require workers to believe that the organisation’s values and their values fit.
HRM practices are able to increase organisational effectiveness by ensuring profitable
experiences for employees. For example, when employees get in the organisation well-
applied orientation
programmes help them to learn about the organisation and its values to increase
organisational performance.
Companies can adapt to changes and fulfi l their social functions; there may be found a
company in the mission field staff as a whole contribute to the overall objectives and the
staff at the desired level of performance subject to the continuous improvement
evaluated. Human resource management (HRM) is a key function for an effective and
efficient organisation.
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
This refers to the procedures that are used in research operations. This includes methods
concerned with collection of data, statistical techniques used to establish relationship
between the data and the unknowns, and accuracy of the methods used to evaluate the
accuracy of the results obtained (Kothari & Garg, 2014). For this research, chapter three
expounds on the research and sampling design, data collection and data analysis method
applied for this body of work.
3.1 RESEARCH DESIGN
The research design selected for this study is a quantitative approach, focusing on
investigating the impact of Human Resource (HR) communication practices on employee
performance. A structured questionnaire will be utilized to gather data from employees
within the selected organizations. This design allows for a systematic and numerical
analysis of the relationship between HR communication strategies and performance
metrics. The study made use of quantitative survey design.
3.2 POPULATION AND SAMPLE
3.2.1 Population
The population under consideration consists of employees within various departments in
the institution, specifically targeting those who are directly impacted by HR
communication practices, such as the Dean, Directors and Head of Department. The
study aims to capture a diverse cross-section of employees from different sectors to
ensure a comprehensive understanding of the relationship between HR communication
and performance.
3.2.2 Sample Size
The sample size of the study is 100. To achieve a representative sample, a random
sampling technique will be employed. The sample size will be determined based on
statistical considerations to ensure sufficient power for analysis and generalizability of
findings. This approach aims to minimize bias and provide each member of the
population an equal chance of being selected, contributing to the reliability and validity
of the study.
3.3 SAMPLING TECHNIQUE
The purposive sampling technique was used in selecting the personnel of the
organization. And the selection was based on willingness of the personnel to participate
and genuinely answer the question in questionnaires.
Section B:
Instruction: kindly select the appropriate answer
SA= Strongly Agree, A= Agree, N= Neutral, SD= Strongly Disagree, D= Disagree
Research Question 1: Assess Clarity Perception
S/N Statements SA A N SD D
1 HR communication practices at Plateau State University
provide clear and understandable information about
institutional goals and expectations.
2 I feel well-informed about changes and updates in Plateau State
University's policies and procedures through HR
communication.
3 HR effectively communicates the rationale behind decisions,
fostering a transparent understanding among employees at
Plateau State University.
4 Clarity in HR communication positively influences my overall
understanding of institutional goals and expectations at Plateau
State University.
5 I find HR communication at Plateau State University to be
consistent and coherent, aiding in a clear comprehension of the
information conveyed.
4.0 Introduction
4.1 Results
18-25
2 2%
26-35
27 27%
36-45
32 32%
45 and above
36 36%
No response
3 3%
OND/NCE
9 9%
HND/BSc
16 16%
MSc
43 43%
PhD
20 20%
No response 12
12%
1 year- 10 years
11 11%
11 years – 20 years
43 43%
21 years – 30 years
40 40%
S/N SA A N D SD
5 4 3 2 1 Mea Remark
n
1 HR communication 23 42 4 20 11 3.46 Accepted
practices at Plateau State
Polytechnic provide clear
and understandable
information about
institutional goals and
expectations.
2 I feel well-informed about 15 33 12 24 16 3.07 Accepted
changes and updates in
Plateau State Polytechnic's
policies and procedures
through HR
communication.
3 HR effectively 12 39 6 28 15 3.05 Accepted
communicates the rationale
behind decisions, fostering
a transparent
understanding among
employees at Plateau State
polytechnic.
4 Clarity in HR 17 38 12 19 14 3.25 Accepted
communication positively
influences my overall
understanding of
institutional goals and
expectations at Plateau
State University.
5 I find HR communication 33 39 17 9 2 3.92 Accepted
at Plateau State
Polytechnic to be
consistent and coherent,
aiding in a clear
comprehension of the
information conveyed.
Number of Respondents: 100
Table 5:
Statements Ranking
S/N SA A N D SD
5 4 3 2 1 Mean Remark
1 HR communication 35 30 17 4 14 3.65 Accepted
occurs regularly at
Plateau State
Polytechnic, keeping
me well-informed about
ongoing institutional
activities.
Table 5 delves into the frequency of Human Resource (HR) communication interactions
at Plateau State Polytechnic and explores the correlation between the regularity of
communication and employees' sense of engagement, motivation, and alignment with
institutional objectives. The five statements, ranked based on respondents' feedback using
a scale from 1 (Strongly Disagree) to 5 (Strongly Agree), provide valuable insights into
the effectiveness of HR communication practices.
Statement 1 reveals that HR communication occurs regularly, with a mean score of 3.65,
suggesting a strong agreement among respondents. This positive acknowledgment
extends to Statements 2 to 5, where mean scores ranging from 3.38 to 3.08 indicate that
employees receive timely updates, feel positively influenced in terms of engagement and
motivation, align with institutional objectives, and perceive HR communication efforts as
contributing to a positive work environment. These findings collectively suggest that the
regularity of HR communication at Plateau State Polytechnic is positively perceived by
employees, contributing to their sense of engagement, motivation, and alignment with
institutional goals. This insight is valuable for understanding the impact of
communication practices on employee engagement within the institution.
Table 6:
Statements Ranking
S/N SA A N D SD
5 4 3 2 1 Mean Remark
1 HR communication at 18 30 10 22 20 2.82 Accepted
Plateau State
Polytechnic effectively
provides relevant
information to support
my day-to-day tasks and
responsibilities.
5.3 RECOMMENDATIONS
The comprehensive recommendations for enhancing Human Resource (HR)
communication practices at Plateau State Polytechnic are strategically crafted to address
key facets identified in the study.
Firstly, initiatives to enhance clarity involve implementing training programs for HR
professionals, developing communication guidelines, and establishing feedback
mechanisms to continually refine communication strategies.
Secondly, recommendations for optimizing frequency encompass designing a
communication calendar, introducing diverse communication channels, and conducting
periodic surveys to gauge and adjust communication frequency based on employee
feedback.
Thirdly, strategies to enhance effectiveness involve mentorship programs, targeted
training sessions for HR professionals, and the integration of technology solutions for
seamless access to information. Aligning HR communication with organizational goals is
emphasized through fostering collaboration, integrating communication objectives into
the organizational strategy, and establishing cross-functional communication teams.
Continuous evaluation and improvement are underscored through regular assessments,
benchmarking with peer institutions, and cultivating a culture of continuous learning
within the HR department. Moreover, initiatives for employee engagement and
recognition, leadership communication training, and technology integration aim to create
a positive and accessible communication environment. Ultimately, the iterative nature of
these recommendations emphasizes the importance of ongoing evaluation and adaptation
to meet the evolving needs of Plateau State Polytechnic.