ABSTRACT
Working environments differ from all angles as well as their culture, economic and social
development. In this context some of these organizations’ have cumbersome reporting lines,
which are difficult for the employee to abide by. This study, therefore examined the effect of
communication on organisational performance in Nigerian bottling company, Abuja,
Nigeria. Survey research design was adopted for the study. The population of the study is
6,026 comprising the entire staff of Nigerian bottling company, Abuja, Nigeria. Taro Yamane
formula was used to derive the sample size of 488. A structured questionnaire was
administered resulting in a response rate of 79.9%. A confirmatory factor analysis was done
to establish validity of the questionnaire. A test-retest was done using Pearson Product
Moment Correlation analysis reliability for the major constructs ranging between 0.889 to
0.924. The data gathered was analyzed with the aid of Statistical Package for Social Sciences
(SPSS) version 21.0 software involving frequency distributions and linear regression.
Findings revealed that horizontal communication has a significant effect on organisational
performance (r = 0.620, R
2 = 0.384, p = 0.000< 0.05); vertical communication has a
significant effect on organisational performance (r = 0.545, R
2 = 0.297, p = 0.000< 0.05);
and diagonal communication has a significant effect on organisational performance (r =
0.724, R
2 = 0.524, p = 0.000< 0.05). From the study, it is evident that communication
variables, namely, horizontal, vertical and diagonal communication, each has a significant
effect on organisational performance in Nigerian bottling company, Abuja, Nigeria. Based
on the findings, the study recommends that top management of manufacturing industries
should emphasize the importance of latent and future needs. So as to improve the guidance of
employees towards organisational goals and mission.
Keywords: Communications, Horizontal communication, Vertical communication, Diagonal
communication, Organisational Performance,
v|Page.
TABLE OF CONTENTS
Content Page
Title Page i
Certification ii
Dedication iii
Acknowledgements iv
Abstract v
Table of Contents vi
List of Tables
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of the Research Problem
1.3 Research Questions
1.4 Objective of the Study
1.5 Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Definition of Terms
CHAPTER TWO: REVIEW OF LITERATURE
2.1 Conceptual Review
2.1.1 Communications
2.1.2 Horizontal communication
2.1.3 Vertical communication
2.1.4 Diagonal communication
Content Page
2.2. Organisational Performance
2.3. Theoretical Review
2.3.1 The Dynamic Capability Theory (1994)
2.3.2 Resource-based view of the rm
2.3.3 Assimilation Theory
2.4 Empirical Review
2.5 Gap in Literature
2.6 Conceptual Model
CHAPTER THREE: METHODOLOGY
3.1 Research Design
3.2 Sources of Data
3.3 Methods of Data Collection
3.4 Population of the Study
3.5 Sample Size
3.6 Sampling Technique(s)
3.7 Methods of Data Analyses
3.8 Model Specification
3.9 Validity and Reliability of the research instruments
3.10 Limitations of the Study
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND
DISCUSSION OF FINDINGS
4.1 Analysis, Result and Discussion of Findings
4.2 Demographic Data of Respondents
4.3 Data analysis, Interpretation and discussion
4.4 Summary Table of Findings
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary
Content Page
5.1.1 Implication of the Study
5.2 Conclusion
5.3 Recommendations
5.4 Contribution to Knowledge
5.5 Limitation of the Study
5.6 Suggestion for Further Studies
References
Appendix A
Appendix B
