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|Title:||The Impact of communication on employee’s performance in a Retail chain’s head office in Cape Town||Authors:||Wagener, Marthinus Jakobus||Keywords:||Communication;Motivation;Communication strategies;Motivation strategies;Communication channels;Organisational Performance||Issue Date:||2020||Publisher:||Cape Peninsula University of Technology||Abstract:||This study investigates the impact of communication on employee performance in a Retail chain’s head office in Cape Town. It examines the communication strategies used in the organisation and how it affects work performance. The investigation is guided by the fact that employees’ performance is influenced by the motivation they get from management and how the information within the organisation is communicated to them. This dissertation is underpinned by motivational and communication theories of Colquitt, LePone, and Wesson (2009) and Johansson, et al. (2011). A qualitative research method is used with a case study design placed within the interpretive paradigm. The data collected is analysed by using qualitative content analysis. The findings from the study suggest that communication is a critical component within the organisation but is currently deteriorating. However, the participants showed interest in receiving information relating to their functions regularly. The findings also revealed that a combination of top-down and bottom-up communication is best suited as this allows both management and staff to collaborate efficiently. This top-down and bottom-up approaches are also to ensure that the message reaches the correct audience intended for. The study concludes that the employees are well informed and are communicated too, but there is room for improvement. Most of the staff have adopted the industry's best practices such as emails to communicate. However, this is not always the preferred method of communication nor the best approach given its limitations. Based on this, it can be recommended that the organization tries to know its audience to select the correct tools when trying to relay a message. Although it is not always possible in the fast-paced working world to have one-on-one conversations, a balance is needed to project that sense of belonging with the employees when having a real conversation.||Description:||Thesis (MBA)--Cape Peninsula University of Technology, 2020||URI:||http://hdl.handle.net/20.500.11838/3151|
|Appears in Collections:||Business Administration - Master's Degree|
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