Organizational Performance

The purpose of this study was to examine communication as a tool in enhancing organizational performance in some selected media houses in Benin city, Edo state, Nigeria. To actualize the objectives of this study, four research questions were raised, and four hypotheses were generated to guide the study. The study covered a sample size of one hunderd and seventy one (171) respondents which were staff and employees drawn randomly from four media houses in Benin city, Edo state, Nigeria namely: ITV, NTA, DAAR COM, and Silverbird TV. The study adopted questionnaire as research instrument to sample the opinion of the respondents on the research subject. A total of 171 questionnaires was distributed to employees from the selected media houses, retrieved and analyzed. The data gathered through the administering of questionnaires was analyzed using descriptive statistics through frequency distribution. The Multiple Ordinary Least Square regression technique was used to test the null hypotheses and ascertain the relationship between the variables using Statistical Package for Social Sciences (SPSS) Version 20.

Employee participation refers to employee involvement in decision making that is concerned with shared decision making in the workplace [Mitchell, 1973]. Employee involvement is defined by [Locke & Schweiger, 1979] as shared decision making between supervisors and subordinates. According to [Noah, 2008], it is a type of delegation in which the subordinate gains greater control and freedom of choice in terms of bridging the communication gap between management and workers. It refers to the level of employee involvement in the strategic planning activities of the organization. Employee involvement can be deep or shallow in a corporation [Barringer & Bleudorn, 1999]. Employee participation in the planning process leads to potential innovation, which may facilitate opportunity and recognition in the organization [Zivkovic et al., 2009]. Managers allow subordinates to participate in decision making based on their merits, which has been shown by researchers to boost organizational performance [Witte, 1980; Sagie & Aycon, 2003].

This study examines the relationship between total quality management practices and organizational performance. The objective of the study is to examine the relationship between top management, strategic planning, process management, customer focus, employee relation and organizational performance This study adopts a survey research instrument through the administration of questionnaires to two hundred and fifty-five (255) employees of the Nigerian Petroleum Development Company Limited (NPDC), Benin City. The data for the study are analyzed using descriptive statistics, Pearson correlation and ordinary multiple regression. The multiple regressions results show that top management has a significant positive relationship with organizational performance at 1% level of significance, strategic planning has an insignificant negative relationship with organizational performance, process management has an insignificant positive relationship with organizational performance, customer focus has an insignificant negative relationship with organizational performance and employee relation has a significant positive relationship with organizational performance (OPF) at 1% level of significance. The study recommends that the presence of top management as component of total quality management practices would significantly enhanced organizational performance