i 
 

 



ii 
 

 



iii 
 

ABSTRACT 

 

The purpose of the study was to identify various tools of communication being used at Accra 

Technical University (ATU), determine the perception of employees about the communication 

tools and examine the extent to which the internal communication tools influence employee 

performance. A quantitative research method was used in data collection. Out of the 133 sample 

size only 110 respondents completed their questionnaire. Findings showed the most effective 

internal communication tool being used at ATU is the Face-to-face followed by Written (Memos). 

The multiple regression also showed a positive correlation between the internal communication 

tools i.e. face-to-face and written (memo) and employee performance. It is recommended that there 

is need for ATU to embrace more forms of techniques and there should be improved efforts at 

ensuring that the most frequent tools to be used in the organization should be face-to-face and 

written (memos) instead of telephones and other channels of communication such as the use of 

notice boards can be explored.  

 

 

 

 

 

 

 



iv 
 

ACKNOWLEDGEMENT 

 

 This is to show my gratitude to my parents, colleagues and friends who with their support and 

prayer helped and encouraged us to the successful completion of this course. And a special 

gratitude to my supervisor Dr. Ebo Afful as his insightful criticisms and thorough feedbacks 

have shaped the outcome of this project. I humbly say God bless you all. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



v 
 

Table of Contents 
DECLARATION Error! Bookmark not defined. 

ABSTRACT i 

ACKNOWLEDGEMENT iv 

LIST OF TABLES vii 

CHAPTER ONE 1 

INTRODUCTION 1 

Background of Study 1 

Problem Statement 2 

Research Objectives: 3 

Significance of Study 3 

Limitation of Study 4 

Scope of Study 4 

Organization of Study 4 

CHAPTER TWO 6 

LITERATURE REVIEW 6 

Introduction 6 

Internal Communication 6 

Effective Communication 9 

Theoretical Framework 10 

Internal Communication and Employee Performance 13 

Effect of Communication on Employee Performance 15 

Barriers in Communication Systems 16 

Review of Related Studies 17 

Conclusion 20 

Definition of Terms 21 

CHAPTER THREE 22 

METHODOLOGY 22 

Introduction 22 

Research Design 22 

Population of Study 22 

Sample and sampling techniques 23 



vi 
 

Instrument 24 

Data Collection Procedure 24 

Data Analysis Procedure 25 

Conclusion 25 

CHAPTER FOUR 26 

RESULTS AND DISCUSSION 26 

Introduction 26 

Communication Channel Frequency and Effectiveness 26 

Effective Internal Communication Tools 27 

Perception of Employees about the Communication Tools 28 

Effects of Internal Communication Tools on Performance 30 

Multiple Regression on the Effect of IC Tools and Employee Performance 32 

Demographic Data of Respondents 34 

Discussion and Interpretation of Findings 37 

CHAPTER FIVE 41 

SUMMARY OF FINDINGS, RECOMMENDATION AND CONCLUSION 41 

Introduction 41 

Summary of Findings 41 

Recommendations 42 

Conclusion 43 

REFERENCES 44 

APPENDIX 51 

QUESTIONNAIRE 51 

 

 

 

 

 

 

 

 



vii 
 

LIST OF TABLES 

 

Table 4.1: Communication Channel Frequency 26 

Table 4.2: Effective Internal Communication Tools 27 

Table 4.3: Perception of Employees about the Communication Tools 29 

Table 4.4: Effects of Internal Communication Tools on Performance 31 

Table 4.5: Model Summary 33 

Table 4.6 ANOVA 33 

Table 4.7: Coefficients 34 

Table 4.8: Demographic Data of Respondents 37 

 

 

 

 

 

 

 

 

 

 

 

 



1 
 

 

 

CHAPTER ONE 

 

INTRODUCTION 

 

Background of Study 

Communication is a very critical part in the development of any organization (Atif, 2019). 

It is very important to effectively communicate. Linke and Zerfass (2011) states that 

communication science offers broad knowledge into the field of inside communication. There are 

lots of benefits in effectively communicating, like to enhance work productivity. Organizational 

communication can facilitate sharing of information, it can also help to support in planning, to 

maintain discipline in the organization and to increase overall efficiency of the organization such 

that all benefits would be accommodating when employees effectively communicate (Atif, 2019). 

Harshman and Harshman (1999) states that organizational communication is around the basic 

capacities experiencing significant change and is one of the reasons for which underlying qualities 

is discriminating. Inherent in the relationship between an association and its laborers is a moral 

extent which influences the substance and structure of the association's formal and casual internal 

communication. In the organization, employee communication system are based on two things 

internal communication system and external communication but this study is based on internal 

communication tools and employee performance: A Study of Accra Technical University (ATU). 

Semegine (2012) investigated that the strong internal communication system should be 

showed well in a reputed enterprise. Internal communication (IC) is connectivity in an organization 

that is formal and informal communication. Formal communication is between managers and 



2 
 

employee (top to downwards and bottom to upward) and informal communication is between 

employees (horizontal communications). 

It has been found by Welch and Jackson (2007) that poor communication in the 

organization causes inefficiency and low productivity. When the internal communication is 

constantly going up to the mark the level of employee satisfaction towards vertical communication 

is going to be effective. 

Problem Statement 

 

IC in organizations is one of the fundamental areas to face with some of the challenges 

related to market expansion, globalization, quality, and competitiveness (Luz & Saul, 2018).  

Faced with these business challenges, organizations must not only be focused on the economy, 

production, and administration but also communication as the main axis of business action; 

because this constitutes the central system of all the processes of an organization (Luz & Saul, 

2018).  That is why those in charge of giving a good internal communication must have an 

understanding that the process that is implemented, influences the personality and emotions of 

each person, contributing in terms of job satisfaction, learning, among others (Luz & Saul, 2018).   

Communication is a daily and important activity within companies, therefore the success 

or failure of an organization depends on the people who work in it because it is these that define 

the work processes and use the resources of it (Luz & Saul, 2018).  The reasons why there are 

problems in internal communication are the decrease in motivation, the deficiency in internal 

feedback, the relegation of human talent, the difficulty in a corporate strategy and the lack of 

knowledge of the organization chart, it is for this reason we should highlight the importance of 

effective communication between organizations (Nakamura et al., 2017) and all the parties with 



3 
 

whom they interact, since the fundamental thing is to analyze and evaluate the attitude or opinion 

of each of those who are part of a company in order to maintain an affinity and solidarity among 

them and promote reciprocal development. The interest of this study therefore lies in examining 

the internal communication tools and its effect on employee performance and also provide 

solutions and recommendations. 

Research Objectives: 

 

1. To explore the various tools of communication use at ATU 

2. To determine the perception of employees about the communication tools 

3. To examine the extent to which the internal communication tools influence employee 

performance. 

Significance of Study 

 

The purpose of this study is to first, identify various tools of communication being used at 

Accra Technical University. The second purpose of the study is to determine the most effective 

and cost-efficient tool being used and also to determine if employee performance is influenced by 

Internal Communication tools at Accra Technical University. If scientific research could support 

this notion, internal communication would be viewed as integral to engagement. Past research has 

provided some information on internal communication and its relationship with job satisfaction 

(Hayase, 2009). However, there is limited empirical research that can support the link between 

internal communication and employee engagement (Hayase, 2009). The data available are largely 

comprised of surveys and research conducted by private consulting firms that contain minimal 

information on communication and engagement. The current study will provide data on the 



4 
 

relationship between internal communication tools and employee performance and provide 

research on how internal communication affects employee performance.  

Limitation of Study 

 

The limitations of this study was the inability to collect data from the entire population of 

Accra Technical University as a results of the constraints to time, resources and access. Also, the  

questionnaires sent out did not receive a 100% response rate by respondents but 82% which can 

still be relied on to examine internal communication tools and employee performance. 

Scope of Study 

 

The study will examine internal communication tools and employee performance: A study 

of Accra Technical University.  The study will be conducted on the Accra Technical University 

by collecting data from employees at the university.  

Organization of Study 

 

The study is categorized into five main chapters. Chapter one discussed the background to 

the study, statement of the problem, objectives of the study, research questions, significance of the 

study, scope and limitations of the study and organization of the study. Chapter two comprised of 

the literature of related studies. It focused on internal communication, tools of internal 

communication. It discussed effective communication channels, effective communication, the 

internal communication and employee performance, the effect of communication on employee 

performance as well as the barriers in communication systems. Chapter three outlined how data 

was collected for the research work. The chapter discussed research design, sample and sampling 



5 
 

techniques, how the questionnaires will be designed, administered and how data was analyzed. 

Chapter four further explained how data was analyzed and discussed the findings of this research. 

Chapter five is the final chapter which will summarized the whole study carried out by the 

researcher. Here, necessary conclusions based on the various findings and recommendations were 

made by the researcher. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



6 
 

CHAPTER TWO 

 

LITERATURE REVIEW 

 

Introduction 

 

This chapter reviews the literature on internal communication, theoretical framework. It 

discusses effective communication and channels, the internal communication and employee 

performance, the effect of communication on employee performance as well as the barriers in 

communication systems and empirical review. 

Internal Communication 

 

Internal communication is communication between the organizational leaders and its key 

publics: the employees (Dolphin, 2005). It is “social interaction through messages” (Kalla, 2005) 

and reflects management’s ability to build relationships between internal stakeholders at all levels 

within an organization (Welch & Jackson, 2007). It has also been defined as, “the communication 

flow among people within the boundaries of an organization” (Mazzei, 2010). Internal 

communication is an enabler of providing support to employees and is one of the primary factors 

for engaging them within organizations. Adonis (2006) recognizes transparency as the key to 

communication, and suggests that communication should be regular, open and verbal to increase 

trust between employees and management as well as making employees feel important and 

reducing the chances of the employees not knowing what is going on in the organization. 

According to Frank and Brownell (1989), internal communication refers to “communication 

transactions between individuals and/or groups at various levels and in different areas of 

specializations that are intended to design and redesign organizations, to implement designs, and 



7 
 

to co-ordinate day-to-day activities”. However, internal communication can be defined as “the 

planned role of communication actions to systematically influence the knowledge, attitudes and 

behaviors of the existing employees” (Stauss & Hoffmann, 2000). According to Yeomans (2006) 

‘Exploring Public Relations’, internal communication can be referred to as “an organization’s 

managed communication system” where employees are regarded as a public or stakeholder group. 

Internal communication is one of the most important activities in organizations (Harris & 

Nelson, 2008). Primarily, relationships grow out of communication and the survival and 

functioning of organizations is largely dependent on effective relationships among groups and 

individuals. It helps for activity coordination, socialization, problem solving and decision-making. 

(Jones et al., 2004). It acts as an enabler of motivation, shared trust and engagement, thereby 

catering to the hopes, emotions, accomplishments and ambitions of employees in the organization; 

thereby facilitating them to make sense of their respective organizations and what they stand for 

(Harris & Nelson, 2008). In recent years, the approach towards internal communication is 

transforming based on several changes taking place in the workplace. Argenti (1998) elaborates 

on how the overall workplace environment is becoming more globally competitive and 

interdependent on several other organizations, which is leading to a need for more engaging and 

systematic internal communication. A seminal component of the functioning of organizations is 

organizational communication. Communication drives relationships and frames behaviors of 

people in the workplace and is a significant factor in the effectiveness of organizations (Pettinger, 

2000 and Vecchio, Hearn & Southey, 1994) 

The role of internal communication is undergoing several substantial changes (Baines, 

Egan and Jefkins, 2004; Keenan and Hazelton, 2006; Therkelsen and Fiebich, 2003; Yeomans, 

2006). Its various ‘eras’ (Harkness, 2004) have evolved from employee entertainment (1940s), to 



8 
 

informing (1950s), to persuading (1960s), to supporting industrial relations (1970s) to open 

communication (1980s), to employee engagement (2010) (Tourish and Hargie, 1998; Smith and 

Mounter, 2005; Yeomans, 2006). One of the most significant roles of internal communication is 

now becoming employee engagement, involvement and commitment to achieve organizational 

business goals, which highly relies on two-way participative communication (Stroh & Jaatinen, 

2002). 

There are tools for effective internal communication and Wallace (2004) points out that the 

type of medium chosen by the manager may depend on the richness or effectiveness of the 

medium, the cost and efficiency, the symbolism and also whether there is some equivocality in the 

message being sent. Some of the tools are: interviews, memorandums, telephone, report, face to 

face discussion, posters, questionnaire and survey, intranet, notice board, complaint and suggestion 

boxes. 

There are also communication channels and they are; downward or top-down 

communication, upward communication, horizontal communication, diagonal communication and 

grapevine communication. Downward communication refers to those message systems that 

proceed virtually down the chain of command from managers to subordinates. It takes the form of 

office orders, company publications, performance judgment, job instructions, company 

orientations and training for the job (Krishan, 2011). In layman‘s terms all the communications 

which flow from management to employees or seniors to juniors, fall in this direction (Krishan, 

2011). Upward communication also flow from employees to up the chain of command. It may be 

formal or informal. With the fluidity of information in business today, leaders need to be masterful 

listeners; they need to be able to receive as well as send. Thus, the ceaseless flow of communication 

and information in upward direction is vital for the success and growth of the organization 



9 
 

(Krishan, 2011). Organizations are comprised of various teams, e.g. accounts team, HR team, 

marketing team etc. Horizontal communication is communication within teams and it takes place 

between people on the same level, either within the same department or across the departments. 

Horizontal communication tends to be more relaxed, easier and friendlier. All the participants are 

on the same level and communicate to each other in order to achieve the objectives of the team. 

(Krishan, 2011). Diagonal Communication is communication that crosses both work areas and 

organizational levels. When a finance and accounts official communicates directly with a regional 

marketing manager about a customer's problem —the different department and different 

organizational level – that‘s an example of diagonal communication (Krishan, 2011). There is no 

particular source or destination for this grapevine communication. It can be termed as rumors, but 

sometimes these were intentionally generated by using some tactics by the top management. For 

instance, management can generate rumors that the firm is giving out 20% bonus for Diwali. But 

after assessing the reactions of employees they may refute the rumors and announce accordingly 

(Krishan, 2011). 

Effective Communication 

 

 There is an effective communication when a satisfactory effect is resulted from intentional 

or unintentional information sharing. This information when encoded by a manager is interpreted 

between various entities and emulated on it in a desired manner. However, the effect it is also 

ensues the message is not blocked during the communication process. In quest of this, it is believed 

that effective communication serves the purpose for which it was intended. Whenever the desired 

effect is not succeeded, factors such as communication barriers are explored with the aim to 

discover how the communication has been ineffective Conferring to some studies, communication 



10 
 

is effective when the following considerations are arrived at; understanding, compatibility, display 

of positive behaviors, smoothness of communication, positive outcomes, positive non-verbal 

communication and adapting of messages communicated (Robbins et al., 2010). According to 

Ainobushoborozi (2013) communication technique employs managerial proficiency in encoding 

as well as decoding information in a productive manner.  

Ainobushoborozi (2013) harnessed on the seven (7) indicators to achieve effective 

communication which are: completeness, conciseness or brevity, consideration, clarity, 

concreteness, courtesy, correctness. 

Theoretical Framework  

 

Communication is affected by the organization’s structure, and vice versa. Larsson (1997) 

states that communication is one of the most important components for the organization to function 

properly. Before internal communication managers can choose the appropriate goals and 

objectives for their programmes, they must analyze the structure and environment of the 

organization. For this thesis, managers were interviewed to identify the management approach in 

Eleiko. Focusing on management and organization, Grunig and Hunt (1984) summarize four kinds 

of management theory and show how the structure and environment of an organization affects 

employee communications. Management in structured organizations reflects the first two of these 

theories – machine theory and human relations theory. Structured organizations centralize 

decision-making at the top, have formal roles and rules, and are likely to operate in a static 

environment. Management in unstructured organizations reflects the other two – human resources 

and systems theory, operating in a dynamic environment. 



11 
 

Machine theory, first set out by Katz and Kahn, describes a group of theories which “treat 

the organization as a machine whose control and coordination can be engineered” (Grunig & Hunt, 

1984). Employees have little freedom, tasks are subdivided into simple parts and roles are 

standardized. Communication in this form is only to instruct employees on how to complete their 

tasks. It is downwards from management and is mainly in written format aimed at providing 

information which reinforces management’s control. Management in this kind of organization 

advocates downward communication and discourages horizontal communication between groups 

of employees. Machine theory reflects the bureaucracy concept in the “classical management 

theory” developed by Weber (1947, in Byers, 1997) which has become synonymous with 

organizational inefficiency and insensitivity due to its formalized, inflexible and insensitiveness 

to workers’ needs. 

The human relations theory arose from two studies in the late 1930s and early 1940s. These 

studies suggested that employees would be more productive if management paid special attention 

to them. However, in this approach, communication was seen as something to make people feel 

good rather than to help them do their jobs (Grunig & Hunt, 1984). Management policies are 

always presented in a positive, unquestioning fashion, and the emphasis is on social events. 

Instructions were replaced with expressive communication, but the downward flow of information 

was still emphasized. Suggestion boxes, company social events and visits by management to work 

areas were merely superficial gimmicks rather than genuine attempts at upward communication. 

Human resources theory developed from human relations theory, but advocated actual 

involvement rather than just lip service to it. In contrast to human relations theory, human 

resources theory emphasized actual involvement as a way of motivating employees which required 

a less structured organization and more individual autonomy. Högström et al. (1999) consider the 



12 
 

dialogue in human resources theory very important for the success of the organization in order to 

work towards and achieve the organization’s goals. Most human resources theories have their roots 

in psychologist Abraham Maslow’s “hierarchy of needs” (Grunig & Hunt, 1984). According to 

Grunig and Hunt’s interpretation, people first pay attention to their lower order needs – food, 

shelter and security. These needs can be met through the economic exchange of machine theory. 

But once these needs are met, they look for self-esteem and self-actualization.  

Finally, systems theory maintains that no one structure will be appropriate for all 

organizations, in contrast to the previous three theories which were ‘all or none’ theories. System 

theory stresses that no one structure and its accompanying communication system will be 

appropriate for all organizations. It all depends on each organization’s environment and its 

technology. This means that some organizations within a static environment will be centralized, 

with a communication system which mixes both instructions and expressive communications, 

emphasizing downward flow of information from management to workers. Less educated and 

specialized workers will be most satisfied with this structure, but it would not work for professional 

employees. They would be more satisfied in an organization within a dynamic environment with 

open and complex communication flows. Thus, different organizations will choose different 

models of employee communication, depending on their environments and organizational goals 

(Byers, 1997). 

Erikson (2002) describes three types of organizations which have different attributes. The 

first is a top-down organization which is centralized where the communication is performed by 

giving orders with little opportunity for feedback. The second is a delegated organization which is 

decentralized and characterized with a more even form of communication with possibility of 

having dialogues. However, there is a clear division between the management and the employees. 



13 
 

The third organization built on consensual responsibilities and open dialogue. This type of 

organization has flexible boundaries between internal and external communication. According to 

Strid (1999), the manager is the natural communication channel concerning information about 

employees’ work assignments and is the major source of information and highly regarded among 

employees. However, Högström et al. (1999) state that as the organizational structure is changing 

in terms of decentralization, the manager’s role as a communicator is also altered. Strid (1999) 

stresses that managers often lack the ability to communicate effectively and should be educated to 

understand the importance of internal communication. He adds that since managers constitute the 

link that brings the organization’s units together, the effectiveness of the communication is 

dependent on how well they understand and perform it. 

 

Internal Communication and Employee Performance  

 

Schein (2004) recently surveyed the literature on how internal communication affects staff 

performance or vice versa, so the survey here is brief. Prior studies of the effect of internal 

communication on staff performance generally adopts an approach which involves how 

organizational information affects the employees’ behavior and in turn their performance. This 

approach can involve tractable data, which makes it easier for researchers to find statistically 

significant results. But it doesn't tell us how employees’ behavior towards IC affects the 

organizational size and structure. For example, in a large organization that is divided into divisions 

and these divisions are further divided into units, employees fail to know what is happening in the 

organization especially if it is not directly linked to their unit. This can be seen as a communication 

lapse that fails the organization in the long-run because if this employee is queried about this issue 

by an external party, they would not have an idea about it. This can build a negative reputation of 



14 
 

the organization by the external party. Prior research does not establish a clear correlation between 

IC practice and employees’ behavior towards organizational communication. Early work by 

Larkin (1994) reports a positive correlation between external reputation and internal conversations. 

Comelissen (2004), Schein (2004), and Quirke (2008) all report no significant correlation between 

external reputation and organizational size and structure.  

The contribution of employees on job is the most important factor for development and 

excellence in the organization (Korkaew and Suthinee, 2012). Rich et al, (2010) identified two 

types of employee performance for organizational effectiveness: task performance and contextual 

performance. Task performance refers to behaviors that are directly involved in activities that 

provide indirect support for the organization’s core technical processes (Borman and Motowidlo, 

1997). These behaviors directly relate to the formal organization reward system. On the other hand, 

contextual performance is defined as individual efforts that are not directly related to their main 

task functions Werner (2000). However, these behaviors are important because they shape the 

organizational, social, and psychological contexts serving as the critical catalyst for task activities 

and processes. The performance of employees on different jobs in close coordination is needed for 

success of the organization (Macey and Schneider, 2008). Employees are performing different jobs 

in an organization depending upon the nature of the organization. They mainly perform tasks like 

production, storage, manufacturing, transportation, marketing, purchasing, distribution, promotion 

of business, finance and accounting, human resource, research and public relations (Borman and 

Motowidlo, 1997). All these activities are interrelated to achieve the targets. These are to be 

performed by the employees properly so they can give their best output at the job. This will have 

great impact on the total production and progress of the organization. Various factors like skills, 

training, motivation, dedication, welfare, management policies, fringe benefits, salary and 



15 
 

packages, promotion, communication etc. are responsible to encourage the people to work 

sincerely and give their best output (Korkaew and Suthinee, 2012). The importance of employees’ 

performance must be understood by the management and sincere efforts must be put in that 

direction. 

According to Korkaew and Suthinee (2012), advantages of higher performance in an 

organization include: 

 (a) The productivity of individual on job increases 

(b) Employee gets job satisfaction at job 

 (c) Involvement of employees in their jobs increases 

 (d) A sense of commitment and loyalty among employees develop 

(e) Employees get higher salaries and incentives on production basis 

 (f) Quality and quantity of the total production increase 

(g) Good will of the organization goes high etc.  

Effect of Communication on Employee Performance  

 

Several professionals have expressed mixed opinions on communication competency used 

as a predictor of employee success. The importance of communication cannot be denied for 

organizations as applied to their ability to influence the bottom line as found in growing evidence 

linked with work productivity (Muda et al, 2014). With effective communication, a company is 

able to have good coordination among the teams or units in an organization whereby the absence 

of it will reflect problems in running business operations or critically cause the damage between 



16 
 

individuals. It has been suggested that the persons who are involved in communication processes 

need to possess both basic skills and abilities, otherwise, the information could be missed to 

understand appropriately, and furthermore it depends on the facilities available in organizations 

and the actions of managers to see the acceptability of information in order to have an accurate 

deliverance (Chen, 2008). Furthermore, as one of the crucial elements, the managers have been 

asked to learn the feedback gained from the employees which probably affects their work 

motivation (Muda et al, 2014). This relates to the circumstances that are currently faced by the 

employees including the right time of delivering such information, thus, they may perform based 

on the messages they receive. In obtaining such a good performance, the managers must show the 

initiatives of developing and providing opportunities to learn new skills to their employees through 

the communication process. Beyerlein et al. (2003) states, it is management responsibility to align 

support systems in the strategic design so that employees can communicate their needs and 

frustrations, as this will keep an organization functioning effectively and make the most of people 

who are an organizations greatest resource. Furthermore, other studies have investigated openness 

of communication have direct relationship with employee performance (Dwyer, 2005). In addition, 

supportive communication from fellows has received some attention as a source of employee 

performance (Ducharme and Martin, 2000). 

Barriers in Communication Systems 

 

 Communication is considered ineffective when there is poor listenership, no clarity in 

speech, bad timing of sharing information, use of jargons, making sarcastic statement or using 

careless words, attaching emotions to speeches, adopting poor non-verbal communication and 

portraying deceitful thoughts in communication (Otoo, 2015). Ineffective interaction becomes a 

blockade to organizational success (Miller, 2009). Many at times, wrong perception also hampers 



17 
 

communication that is, the employees might perceive the message in different meaning which was 

not intended by the manager (Otoo, 2015). Meaning that, there can be a problem in encoding and 

decoding of message as already stated earlier. Congested organizational structure can also result 

in communication breakdowns (Cheryl, 2013). When there are complexities in the organizational 

structure and the number of hierarchical levels in an organization, the chances of loss or 

misinterpretation of messages becomes greater (Richmond & McCroskey, 2009). Grapevines as a 

form of informal channel in communication tend to develop in such an organization thereby 

obstructing effective communication. In absence of healthy open-door policy, communication may 

be misunderstood. 

Poor listening also leads to ineffective communication (Miller, 2006). Referring to 

previous studies, emotions like anger and stress may also lead to communication breakdown as 

messages may be interpreted in wrong manner when a person is angry and frustrated than when 

he is relaxed (Otoo, 2015). Sometimes, the messages are not carefully planned (For example, the 

medium of transmission of message and the time of message delivery are not chosen rightfully). 

This again makes communication ineffective. Linguistic differences are a great obstacle in 

effective communication (Otoo, 2015). This is perhaps due to ambiguity of language. Managers 

should try to overcome all the causes for communication breakdowns so as to ensure 

organizational success (Otoo, 2015). 

Review of Related Studies 

 

In the light of this study, there have been many researchers and theorists who have dealt 

into it and brought about many findings, which are been used in most of the modern organizations 

as far as effective communication is concerned. Femi (Ph.D.) conducted a study on “The Effect of 



18 
 

Communication on Workers’ Performance in Selected Organizations. In Lagos State, Nigeria” he 

saw communication as an important component of organization’s project. This because it was 

assumed the global world has become widespread that, most organizations petition to meet their 

needs with a lesser resource moral through communication. His research tests the substantial 

relationship amid communication and workers’ performance in some designated organizations in 

Lagos State, Nigeria. Statistics for the research were gathered through questionnaire with sample 

populace of 120 respondents. The outcome of the research revealed the relationship between 

effective communication and workers’ performance, productivity and commitment. Per the 

outcome showed in the study, a recommendation was made for managers to communicate with 

employees consistently and regularly to improve workers commitment and performance. 

Linjuan and Chun-ju, 2015 also conducted a study and the purpose of their paper was to 

investigate the effect of communication channels, and communication attributes of transparency 

and authenticity on employee engagement in China. They used a web survey to conduct the study 

with 407 employees randomly selected from a variety of medium-sized and large corporations in 

China. The study results showed that face-to-face interactions and social media were the most 

effective channels in building organizational transparency, authenticity, and engaging employees 

in China. Organizational transparency and authenticity demonstrate strong positive effects on 

employee engagement. This study was among the first empirical attempts to examine the impact 

of corporate communication channels on employee engagement in China. It also contributes to the 

growing literature on corporate transparency and authenticity, two of the major communication 

trends identified in the twenty-first century. 

Vora & Patra, 2017 also conducted a study on the importance of internal communication 

and its impact on employee engagement in organizations. The purpose was to study how 



19 
 

companies are recognizing, understanding, implementing and monitoring internal communication 

along with its role and importance, further realizing its effects and impact on long-term relationship 

building, organizational commitment and engaging employees in the organization in the current 

context. This research paper followed a qualitative research methodology. The study conducted on 

both primary research like, in-depth interviews and survey based on questionnaire and secondary 

research based on previously published research papers and articles. Finally, the finding of the 

study supported the existence of a positive relationship between internal communication and 

employee engagement in organizations. 

Tumbare (2009) did a research on an internal communication assessment of the Lilongwe 

City Assembly. Her study assessed the organizational communication of the Assembly. Explicitly, 

the effect of internal communication at the Lilongwe City was measured. The methodological 

approach measured their current and ideal amounts of information within the organization. These 

are receiving information from others, sending information to others, action on information sent, 

channels of communication, communication relationships, communication and work satisfaction, 

timeliness of information received from key sources and sources of information. Findings from a 

sample of 186 respondents of the Assembly indicated a great need to receive information and to 

interact with Assembly management more frequently than what is happening currently. The 

communication between subordinates and co-workers seems to be satisfactory. Wang (2005) 

presented a paper, which sought to investigate the functions of socio-emotional-oriented 

communication and job-related communication in augmenting institutional commitment in the 

People’s Republic of China. A statistical methodology was used to analyze data from a 

questionnaire. Sample size of 69 was selected as respondents. The key findings from the study 

were that, social-emotional-oriented communication among employees is a positive indicator of 



20 
 

performance. Conversely, the finding failed to establish any unique linkage between horizontal 

and social-emotional communications. The paper concluded that, vertical and job-related 

communication helps employees of governmental agencies in China to remain focus to the outlined 

objectives of their organizations. 

From the findings of literature review of several cited research papers and studies, it is clear 

that several scholars and practitioners are identifying the role and importance of internal 

communication, and stating how it has benefitted several organizations in the long run. Although 

the term “employee engagement” has been gaining popularity since the last two decades. And also 

various scholars and organizations are beginning to identify internal communication as one of the 

primary factors that is influencing and encouraging employee engagement and its importance 

(Vora and Patra, 2017).  

Conclusion 

 

Multiple studies have shown that effective internal communication positively affects 

employee performance and job satisfaction. Also, only a few studies have been conducted to 

examine the relationship between internal communication tools and employee performance. For 

internal communication, little research has gone beyond job satisfaction to address factors that 

affect employees and organizations of today. Consequently, empirical research on the link between 

internal communication tools and employee performance is rare, if available at all. Though the 

area of research on organizational and internal communication has existed for several decades, 

research on employee performance is a fairly new phenomenon. This current study will examine 

whether a relationship between internal communication tools and employee performance. This 

study will explore the existence of internal communication within an organization, as well as any 

relationship that exists between effective internal communication tools and employee 



21 
 

performance. Several past studies will lend to further research in the present study. The current 

study will build upon these previous studies by examining whether there is a relationship between 

communication tools and employee performance. In chapter 3, the methodology behind the 

proposed study is also introduced. 

 

Definition of Terms 

 

ATU - Accra Technical University 

IC - Internal Communication 

 

 

 

 

 

 

 

 

 

 

 

 



22 
 

CHAPTER THREE 

 

METHODOLOGY 

 

Introduction  

 

This chapter discussed the research design, population of study, sample and sampling 

procedure, instrument, data collection procedure and data analysis procedure.  

Research Design 

 

According to Ghauri et al., (2005) there are two methodologies in research and they are 

qualitative and quantitative methods. In qualitative method, the researcher does not primarily seek 

statistical results but aims to collect the quality and essence to capture a deeper understanding of 

underlying causes. A quantitative research method was used in data gathering. This dealt with 

quantifying and analyzing of the variables to get results. It also focused with the analysis of 

numerical data using statistical techniques to answer question about the “who, what, how much, 

where, when, how many, and how” of a phenomenon (Apuke, 2017).  

Population of Study  

 

A population can be explained as a comprehensive group of individuals, institutions, objects 

and so forth with have a common characteristics that are the interest of a researcher (Rafeedalie, 

2021). Accra Technical University formally known as Accra Polytechnic was established in 1949 

and was commissioned in 1957. The campus is located at Barnes road, Accra. Presently, the 

population of the university has sixteen (16) academic departments and twenty-five (25) 

directorates with an overall staff population estimated to be around thousand (1000).  



23 
 

 

Sample and sampling techniques 

 

A stratified random sampling technique was used to select the respondents from a total of 

(17) departments and directorates out of the entire population. And the sample size was calculated 

using Slovin’s formula (Slovin, 1960). 

Slovin’s Formula: 

𝑛 =
𝑁

1+𝑁𝑒2
 ,  

Where; 

  n = Number of sample size 

N = total population 

e = confidence level 

Given: 

N = 200 

e = standard confidence level is 90% -95%. The researchers intend to use a 

confidence level of 95% for a better accuracy, which will give a margin error of 

0.05. 

Solution: 

N = 200 

 



24 
 

𝑛 =
200

1 + 200(0.05)2
 

  𝑛 = 133.3 ≈ 133 

Hence, the sample size for the study was 133 

Instrument 

 

Questionnaire was the tool designed for the collection of the quantitative data. The 

questions in the questionnaire were in the form of closed-ended questions. The close ended 

questions offered a set of alternative answers from which the respondents were asked to choose 

the one that most closely represented their views. The questionnaires were standardized and in a 

way the researcher did not have an influence on the responses by the respondents. And the 

questionnaires reflected the research aims and objectives. 

Data Collection Procedure 

 

A well-structured close-ended questionnaire was used to collect primary data from the 

selected respondents and relevant secondary data was collected from selected journals, books, 

reports, and websites. The questionnaires were self-administered by the researcher and made 

available to the randomly selected respondents. Respondents were given ample time to complete 

questionnaires and was collected by the researcher at the end of the week and about 82% which is 

a majority of the respondents completed their questionnaires. The goal of the study was explained 

to the respondents and were assured of confidentiality.  

 



25 
 

Data Analysis Procedure 

 

Statistical Package for Social Scientist (SPSS) version 22 was used to analyze the 

collected data. A regression analysis was used in analyzing the data to quantify the degree to 

which communication tools affects employee performances and also evaluate how much one 

variable change when the other does. Findings were presented in the form of frequencies, tables, 

charts, means and standard deviations 

Conclusion 

 

This chapter discussed the research design, population of study, sample and sampling 

procedure, instrument, data collection procedure and data analysis procedure. A quantitative 

research method was used in data gathering. Accra Technical University formally known as Accra 

Polytechnic was the population of study and the population of the university has sixteen (16) 

academic departments and twenty-five (25) directorates with an overall staff population estimated 

to be around thousand (1000) and a stratified random sampling technique was used in the selection 

of the respondents with a total sample size of 133 with 110 respondents completed their 

questionnaires which represents 82% of respondents. The instrument that was used for data 

collection was closed ended questionnaires which was self-administered by the researcher. SPSS 

version 22 was used to analyze the collected data. 

In chapter 4, findings of data collected was analyzed and interpreted and was presented in 

the form of frequencies, tables, charts, means and standard deviations. 

 

 



26 
 

CHAPTER FOUR 

 

RESULTS AND DISCUSSION 

 

Introduction 

 

In this chapter discusses the results acquired from the analysis of data collected from 

primary sources. The result analysis was conducted according to the research objectives and was 

grouped into four sections. All the sections involved the use of quantitative statistical analysis 

using descriptive and regression analysis technique and they were represented in the form of tables, 

charts, frequencies, mean, standard deviation and charts. 

Communication Channel Frequency and Effectiveness 

 

In this section, respondents were asked to indicate the channels they frequently use in 

communication with their supervisors, with their co-workers as well as their most effective internal 

communication tools. The results indicated that the channel frequently used by respondents is the 

telephone with a mean of 2.1727, the channel they use to communicate with their direct supervisor 

being Face-to-face with a mean of 1.4545 and also face-to-face is the channel they use in 

communicating with their co-workers. As details are shown in Table 4.1.  

Table 4.1: Communication Channel Frequency 

 Minimum Maximum Mean Std. Deviation 

What channel do you frequently use? 1.00 4.00 2.1727 0.87639 

 

What channels do you communicate 

with direct supervisor? 

1.00 4.00 1.4545 0.81989 



27 
 

 

What channels do you communicate 

with co-workers 

1.00 2.00 1.1818 0.38746 

Author’s Source, 2021 

 

 

Effective Internal Communication Tools 

 

A Likert 5 scale was used to indicate and examine the most effective internal 

communication tools being used at ATU where it was represented by 1- Excellent, 2- Very Useful, 

3- Useful, 4- Somehow Useful and 5- Not Useful. From table 4.2, it indicated the most effective 

internal communication tool being used at Accra Technical University which was Face-to-face 

with a mean value of 1.67 and standard deviation of 0.84711.  The second most effective tool was 

Written (Memos) with a mean value of 1.88. This was followed by Telephone and E-mail with 

mean values of 2.15 and 2.18 respectively. It was also indicated that Grapevine had no extent of 

usefulness in communication. 

Table 4.2: Effective Internal Communication Tools 

 Mean Median Std. Deviation Minimum Maximum 

Face to Face 1.6727 1.0000 .84711 1.00 4.00 

Telephone 2.1545 2.0000 .76849 1.00 4.00 

Written (Memos) 1.8818 2.0000 .96481 1.00 5.00 

E-mail/Internet 2.1835 2.0000 1.06428 1.00 5.00 

Grapevine 

(Rumors) 

3.9273 4.0000 1.13096 1.00 5.00 

Author’s Source, 2021 

 



28 
 

Perception of Employees about the Communication Tools 

 

Table 4.3 shows that 26 respondents representing 23.6% strongly agreed that the current 

communication channel in place in their department notifies employees of changes being made in 

the department or the organization and 63 representing 57.3% of respondents also agreed, 19 

representing 17.3% were neutral in their decision and 2 representing 1.8% strongly disagreed. This 

indicates that the current communication channel in the department notifies the employees of any 

form of changes being made in the department or organization. 

Also, 27 respondents representing 24.5% strongly agreed that employees are notified in a 

timely manner with much details when changes are taking place in the institution or department 

and 66 representing 60% of respondents agreed, 11 respondents representing 10% were neutral in 

their decision and 6 respondents representing 5.5% disagreed. This indicates that employees are 

notified in a timely manner with much details when changes are taking place. Again, 15 

respondents representing 13.6% strongly agreed that communication barriers exist in the 

institution and 57 respondents representing 51.8% respondents agreed, 34 respondents 

representing 30.9% were neutral in their decision and 4 respondents representing 3.6% disagreed. 

26 respondents representing 23.6% strongly agreed that department supervisors should have their 

own internal communication system with employees and 58 respondents representing 52.7% 

agreed, 23 respondents representing 20.9% were neutral in their decision and 3 respondents 

representing 2.7% disagreed. This is a clear indication that respondents want department 

supervisors to have their own internal communication system with employees. Again, 36 

representing 32.7% of respondents strongly agreed that ATU is concerned about improving 

communication with employees and 45 representing 40.9% of respondents agreed, 26 representing 



29 
 

23.6% were neutral in their decision and 3 representing 2.7% disagreed. This is a clear indication 

that respondents agree that ATU is concerned about improving communication with employees. 

Lastly, 44 representing 40% of respondents strongly agreed that poor communication is a source 

of stress for employees and 47 representing 42.7% of respondents agreed, 11 representing 10% 

were neutral in their decision and 8 representing 7.3% disagreed. This is a clear indication that 

respondents agree that poor communication is a source of stress for employees at ATU. 

Table 4.3: Perception of Employees about the Communication Tools 

 

 Strongly 

Agree (%) 

Agree 

(%) 

Neutral 

(%) 

Disagree 

(%) 

Strongly 

Disagree 

(%) 

The current 

communication channel 

in place in my 

department notifies 

employees of changes 

in the 

department/organization 

26.3 57.3 17.3 - 1.8 

Employees are notified 

in a timely manner with 

much detail when 

changes are taking place 

 

24.5 60 10 5.5 - 



30 
 

Communication barriers 

exist in my institution 

13.6 51.8 30.9 3.6 - 

Department supervisors 

should have their own 

internal communication 

system with employees 

 

23.6 52.7 20.9 2.7 - 

ATU is concerned 

about improving 

communication with 

employees 

32.7 40.9 23.6 2.7 - 

Poor communication is 

a source of stress for 

employees 

40 42.7 10 7.3 - 

Author’s Source, 2021 

 

Effects of Internal Communication Tools on Performance  

 

In Table 4.4, respondents indicated that the internal communication tools improves their 

performance with mean values, 1.68, 1.83, 1.59, 2.14, 1.78, 1.91, 1.86, 2.35 and 1.85 by agreeing 

and strongly agreeing that it improves communication and understanding between colleagues, 

makes communication with supervisors easier, helps them exchange information with colleagues 

easily, helps them seek for advice and opinions from others, makes them more aware of things 

going on in the organization, gives them an avenue to share ideas and experience at work, helps 



31 
 

them express themselves better, gives them a way to influence others and the institution and allows 

them to effectively help the organization improve its products and services respectively. 

Table 4.4: Effects of Internal Communication Tools on Performance 

 Mean Median Std. 

Deviation 

Minimum Maximum 

Improves communication 

and understanding between 

colleagues 

1.6852 2.0000 0.48622 1.00 3.00 

Makes my communication 

with my supervisors easier 

1.8333 2.0000 0.52060 1.00 3.00 

Helps me exchange 

information with my 

colleagues easily 

1.5926 2.0000 0.64180 1.00 3.00 

Helps me seek for advice and 

opinions from others 

2.1415 2.0000 

0.78605 

1.00 4.00 

Makes me more aware of 

things going on in the 

organization 

1.7870 2.0000 0.58086 1.00 4.00 

Gives me an avenue to share 

my ideas and experience at 

work with my colleagues 

1.9167 2.0000 0.68529 1.00 5.00 

Helps me express myself 

better 

1.8611 2.0000 0.74204 1.00 5.00 



32 
 

Gives me a way to influence 

others and the institution 

2.3519 2.0000 

0.96009 

1.00 4.00 

Allows me to effectively 

help the organization 

improve its products and 

services 

1.8519 2.0000 0.69464 1.00 5.00 

Author’s Source, 2021 

 

 

Multiple Regression on the Effect of IC Tools and Employee Performance 

 

From Table 4.5, there is one independent variable and five predictor values i.e. Face-to-

face, written (memos), e-mail/internet, telephone and grapevine. With an adjusted R Square of 

0.196 indicating that 19.6% of the variance of the dependent variable is explained by the 

independent variable. Again, the mean squares (2.057, 0.333), F = 6.180 and p-value < 0.05 shows 

it is statistically significant as shown in the ANOVA Table (Table 4.11). The coefficient values 

were also Face-to-face, written (memos), e-mail/internet, telephone and grapevine. It indicated 

face-to-face and written (memos) to be statistically significant and having an impact on the 

outcome variable which is employee performance with a p-value of 0.006 and 0.002 respectively. 

For unstandardized coefficients, an increase by a value of one in face-to-face will effect a change 

of 0.223 on employee performance and an increase also by a value of one in written (memos) will 

effect a change of 0.223 on employee performance. And in the standardized coefficients, an 

increase by a value of one in face-to-face will effect a change of 0.297 on employee performance 

and an increase also by a value of one in written (memos) will effect a change of 0.339 on employee 

performance. Hence, at 95% confidence interval the actual value for face-to-face between 



33 
 

unstandardized and standardized is between 0.065 and 0.381 and the actual value for written 

(memo) at 95% confidence interval for unstandardized and standardized is between 0.088 and 

0.359.  

 

Table 4.5: Model Summary 

 

Mod

el 

R 

R 

Square 

Adjusted 

R Square 

Std. Error 

of the 

Estimate Change Statistics 

    

R Square 

Change 

F 

Change df1 df2 

Sig. F 

Change 

1 .484(a) .234 .196 .57695 .234 6.180 5 101 .000 

a Predictors: (Constant), Grapevine (Rumors), Telephone, E-mail/Internet, Written (Memos), 

Face to Face 

 

 

Table 4.6 ANOVA  

 

Mode

l   

Sum of 

Squares Df 

Mean 

Square F Sig. 

1 Regression 10.286 5 2.057 6.180 .000(a) 

  Residual 33.620 101 .333     

  Total 43.907 106       

a Predictors: (Constant), Grapevine (Rumors), Telephone, E-mail/Internet, Written (Memos), 

Face to Face 

b Dependent Variable: Helps me exchange information with my colleagues easily 

 

 

 

 

 

 

 

 



34 
 

Table 4.7: Coefficients  

 

Mo

del  

Unstandardize

d Coefficients 

Standardi

zed 

Coefficien

ts 

t Sig. 

95% Confidence 

Interval for B 

    B 

Std. 

Error Beta 

Lower 

Bound 

Upper 

Bound 

1 (Constant) .776 .268   2.895 .005 .244 1.308 

  Face to Face .223 .079 .297 2.806 .006 .065 .381 

  Telephone -.075 .091 -.091 -.827 .410 -.256 .105 

  Written 

(Memos) 
.223 .068 .339 3.262 .002 .088 .359 

  E-

mail/Internet 
.069 .061 .115 1.131 .261 -.052 .190 

  Grapevine 

(Rumors) 
.009 .050 .015 .175 .862 -.090 .107 

a Dependent Variable: Employee Performance 

Author’s Source, 2021 

 

Demographic Data of Respondents 

 

Demographic data of respondents was collected in the last section of administered 

questionnaires. From the results it is realized majority of the respondents were females. Precisely, 

66% were females while 40% were males. Majority of respondents (50.9%) were also between the 

ages 26 – 39 years, 35.5% were between 18 – 25 years, 11.8% were between 40 – 55 years and 

1.8% were 56 and above. 47.6% and 26.7% of respondents were either undergraduates or graduates 

respectively while 10.5% were diploma holders, 6.4% had certificates and 8.6% were 

postgraduates. Also, majority of respondents (58.2%) have worked at ATU between 0 -5 years, 

19.1% of respondents have also worked between 6 – 10 years, 20.9% have also worked between 

11 – 19 years and a few of respondents 1.8% have worked 20 and above years. Most of the 

respondents (27.3%) also worked at the Public Affairs Department, 15.4% at the Finance 

Department and 7.3% worked at the Secretarial and Management Department. Finally, 53.5% of 



35 
 

respondents were Junior Staff and 37.6% were Senior Staff with 8.9% of respondents in 

Management.  

 

 

 

 

 

 

 

 



36 
 

Gender 

Gender Frequency Percentage (%) 

Male 44 40 

Female 66 60 

Total 110 100 

Age of Respondents 

Years Frequency Percentage (%) 

18 – 25 39 35.5 

26 – 39 56 50.9 

40 – 55 13 11.8 

56 and above 2 1.8 

Total 110 100 

Qualification 

Educational Level Frequency Percentage (%) 

Certificate 7 6.4 

Diploma 11 10.5 

Undergraduate 50 47.6 

Graduate 28 26.7 

Postgraduate 9 8.6 

Total 105 100 

Period of Employment 

Years Frequency Percentage (%) 

0 – 5 64 58.2 

6 – 10 21 19.1 

11 – 19 23 20.9 

20 years and above 2 1.8 

Total 110 100 

Department of Respondents 

Department Frequency Percentage (%) 

Academics 2 1.8 

Accounts 1 .9 

Administration 1 .9 

Bisec 4 3.6 

DRIPTT 4 3.6 

Engineering 5 4.5 

Fashion 5 4.5 

Finance 17 15.4 

Human Resource 2 1.8 

I.T 4 3.6 

Internal Audit 1 .9 

Marketing 3 2.7 

Procurement 2 1.8 

Public Affairs 30 27.3 

Registry 4 3.6 

Science Lab Tech 4 3.6 

Sec and Management 8 7.3 

Missing 13 11.8 

Total 110 100.0 



37 
 

Table 4.8: Demographic Data of Respondents 

 

Discussion and Interpretation of Findings 

 

Dolphin, (2005) defined internal communication as communication between the 

organizational leaders and its key publics: the employees. It is “social interaction through 

messages” (Kalla, 2005) and reflects management’s ability to build relationships between internal 

stakeholders at all levels within an organization (Welch & Jackson, 2007). Wallace (2004) points 

out that the type of medium chosen by the manager may depend on the richness or effectiveness 

of the medium, the cost and efficiency, the symbolism and also whether there is some equivocality 

in the message being sent. Some of the tools are: interviews, memorandums, telephone, report, 

face to face discussion, posters, questionnaire and survey, intranet, notice board, complaint and 

suggestion boxes. Finding from the study indicated that the tools used at Accra Technical 

University (ATU) are face-to-face, written (memos), telephone and e-mail. With the most effective 

tool being face-to-face followed by written (memos). 

Respondents had various perceptions about internal communication as they agreed that the 

current communication channel in the department notifies the employees of any form of changes 

being made in the department or organization, they are notified in a timely manner with much 

details when changes are taking place in the institution or department and that communication 

barriers also exist in the institution. Miller, (2009) explains that ineffective interaction becomes a 

blockade to organizational success. Many at times, wrong perception also hampers communication 

Staff Category 

Category Frequency Percentage (%) 

Management 9 8.9 

Senior Staff 38 37.6 

Junior Staff 54 53.5 

Total 101 100.0 



38 
 

that is, the employees might perceive the message in different meaning which was not intended by 

the manager (Otoo, 2015). Meaning that, there can be a problem in encoding and decoding of 

message as already stated earlier. Congested organizational structure can also result in 

communication breakdowns (Cheryl, 2013). Hence, leading to communication barriers in an 

organization as ATU also has communication barriers. Several professionals have expressed 

mixed opinions on communication competency used as a predictor of employee success. The 

importance of communication cannot be denied for organizations as applied to their ability to 

influence the bottom line as found in growing evidence linked with work productivity (Muda et 

al, 2014). 

The human resources theory developed from human relations theory, but advocated actual 

involvement rather than just lip service to it. In contrast to human relations theory, human 

resources theory emphasized actual involvement as a way of motivating employees which required 

a less structured organization and more individual autonomy. Högström et al. (1999) consider the 

dialogue in human resources theory very important for the success of the organization in order to 

work towards and achieve the organization’s goals as findings from this study affirms that  internal 

communication improves communication and understanding between colleagues, make my 

communication with easier and effectively help the organization improve its products and services. 

Schein (2004) recently surveyed the literature on how internal communication affects staff 

performance. Prior studies of the effect of internal communication on staff performance generally 

adopts an approach which involves how organizational information affects the employees’ 

behavior and in turn their performance. This approach can involve tractable data, which makes it 

easier for researchers to find statistically significant results. But it doesn't tell us how employees’ 

behavior towards IC affects the organizational size and structure. Prior research does not establish 



39 
 

a clear correlation between IC practice and employees’ behavior towards organizational 

communication. In addition, supportive communication from fellows has received some attention 

as a source of employee performance (Ducharme and Martin, 2000). 

A multiple regression analysis was conducted and findings indicated face-to-face and 

written (memos) to be statistically significant and having an impact on the outcome variable which 

is employee performance with a p-value of 0.006 and 0.002 respectively. For unstandardized 

coefficients, an increase by a value of one in face-to-face will effect a change of 0.223 on employee 

performance and an increase also by a value of one in written (memos) will effect a change of 

0.223 on employee performance. And in the standardized coefficients, an increase by a value of 

one in face-to-face will effect a change of 0.297 on employee performance and an increase also by 

a value of one in written (memos) will effect a change of 0.339 on employee performance. Hence, 

at 95% confidence interval the actual value for face-to-face between unstandardized and 

standardized is between 0.065 and 0.381 and the actual value for written (memo) at 95% 

confidence interval for unstandardized and standardized is between 0.088 and 0.359. 

 

Conclusion 

In this chapter discussed the results acquired from the analysis of data collected from 

primary sources. The result analysis was conducted according to the research objectives and was 

grouped into four sections. All the sections involved the use of quantitative statistical analysis 

using descriptive and regression analysis technique and they were represented in the form of tables, 

charts, frequencies, mean, standard deviation and charts. The next chapter summarizes the findings 

in chapter four, providing conclusion to the entire study as well as proposing recommendations for 

further research and implementation. This study was set out with the aim of answering the research 



40 
 

question of examining the extent to which the internal communication tools influences employee 

performance. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



41 
 

 

 CHAPTER FIVE  

 

SUMMARY OF FINDINGS, RECOMMENDATION AND CONCLUSION 

 

Introduction 

 

This chapter summarizes the findings in chapter four, providing conclusion to the entire 

study as well as proposing recommendations for further research and implementation. This study 

was set out with the aim of answering the research question of examining the extent to which the 

internal communication tools influences employee performance. 

Summary of Findings 

 

In trying to answer the proposed research question, a descriptive statistic and a multiple 

linear regression was used. The statistics was represented in the form of a table with mean and 

standard deviation. It indicated the most effective internal communication tool being used at Accra 

Technical University is the Face-to-face with a mean value of 1.67 and standard deviation of 

0.84711.  The second most effective tool was Written (Memos) with a mean value of 1.88. This 

was followed by Telephone and E-mail with mean values of 2.15 and 2.18 respectively. It was also 

indicated that Grapevine had no extent of usefulness in communication. The multiple regression 

also showed a positive correlation between the internal communication tools i.e. face-to-face and 

written (memo) and employee performance. With an adjusted R Square of 0.196 indicating that 

19.6% of the variance of the dependent variable was explained by the independent variable. Again, 

the mean squares (2.057, 0.333), F = 6.180 and p-value < 0.05 showed it is statistically significant. 

Also, face-to-face and written (memos) was determined to be statistically significant and having 

an impact on the outcome variable which is employee performance with a p-value of 0.006 and 



42 
 

0.002 respectively. For unstandardized coefficients, an increase by a value of one in face-to-face 

will effect a change of 0.223 on employee performance and an increase also by a value of one in 

written (memos) will effect a change of 0.223 on employee performance. And in the standardized 

coefficients, an increase by a value of one in face-to-face will effect a change of 0.297 on employee 

performance and an increase also by a value of one in written (memos) will effect a change of 

0.339 on employee performance. Hence, at 95% confidence interval the actual values for face-to-

face between unstandardized and standardized is between 0.065 and 0.381 and the actual value for 

written (memo) at 95% confidence interval for unstandardized and standardized is between 0.088 

and 0.359.  

Recommendations 

 

The study revealed a negative correlation with a standardized coefficient of -.091 and a p-

value > 0.05 which is insignificant in the use of telephone as a communication tool at ATU where 

findings indicated it was the most frequent tool being used but respondents also indicated the most 

effective IC tool in their organization is face-to-face and written as there was also a positive 

correlation and significance between the measure of effective communication and employee 

performance using the multiple regression. The study recommends that there is need for ATU to 

embrace more forms of techniques and there should be improved efforts at ensuring that the most 

frequent tools to be used in the organization should be face-to-face and written (memos) instead 

of telephone. Moreover, other channels of communication such as the use of notice boards can be 

explored. In addition, email/internet communication must be improved. 

 

 

 



43 
 

Conclusion 

 

This study investigated the internal communication tools and its influence on employee 

performance with ATU as a case study. Precisely, it identified the various tools being used, the 

perception of employees about the tools and also to examine the extent to which the internal 

communication tools influenced employee performance. And from the results, the communication 

systems used included face-to-face, written (memos), telephone, e-mail/internet and grapevine, 

with the most useful communication channel being face-to-face followed by written (memos). 

Employees had a positive perception about the communication tools and how it positively 

influences their performance. Finally, the multiple regression analysis found a positive correlation 

between the IC tools and employee performance. Hence, the results proved a significance in using 

IC tools to influence employee performance.  

 

 

 

 

 

 

 

 

 

 

 

 



44 
 

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51 
 

 

APPENDIX 

 

QUESTIONNAIRE 

Dear Respondent, 

I am a Graduate student at Ghana Institute of Journalism and I am carrying out a study on 

Internal Communication Tools and Employee Performance: A Study of Accra Technical 

University. All information received would be used for academic purposes only and will be kept 

confidential.  

Instructions: Please kindly tick [√] your response. Do not write your name on the questionnaire. 

(Questionnaires for Staff) 

 

SECTION A: Communication Channels  

1.  What channels do you frequently use? 

 Face-to-face [   ] Telephone [   ] Written (Memos) [   ] E-mail/internet [   ]  

 

2.  By what channels do you communicate with direct supervisor?  

Face-to-face [   ] Telephone [   ] Written (Memos) [   ] E-mail/internet [   ] 

 

3. By what channels do you communicate with co-workers? 

 Face-to-face [   ] Telephone [   ] Written (Memos) [   ] E-mail/internet [   ] 

 

 

 

 

 



52 
 

How do you measure the extent of usefulness of the following channels in ATU? Indicate your 

choice by marking [√] under the options given. 

  Excellent  Very 

useful 

Useful Somehow 

useful 

Not 

useful 

4. Face-to-face       

5. Telephone      

6. Written (Memos)      

7. E-mail/Internet      

8. Grapevine (rumours)      

 

 

SECTION B: EMPLOYEE PERCEPTION ABOUT COMMUNICATION TOOLS 

To what extent do you agree to the internal communication tools at ATU? Indicate your choice 

by marking [√] under the options given. 

 

  Strongly 

Agree 

Agree Neutral Disagree Strongly 

Disagree 

9. The current communication 

channel in place in my department 

notifies employees of changes in 

the department/organization 

     

10. Employees are notified in a timely 

manner with much detail when 

changes are taking place (protocols, 

HR information, etc.) 

     

11. Communication barriers exist in 

the institution  

     

12. Department supervisors should 

have their own internal 

communication system with 

employees 

     

13. ATU is concerned about improving 

communication with employees 

     

14. Poor internal communication is a 

source of stress for employees 

     

 

SECTION C: EFFECTS OF IC ON EMPLOYEE PERFORMANCE 

To what extent do you agree to the extent to which the internal communication tools influence 

employee performance at ATU? Indicate your choice by marking [√] under the options given. 



53 
 

 

  Strongly 

Agree 

Agree Neutral Disagree Strongly 

Disagree 

15. Improves communication and 

understanding between colleagues 

     

16. Makes my communication with my 

supervisors  

     

17. Helps me exchange information 

with my colleagues easily 

     

18. Helps me seek for advice and 

opinions from others  

     

19. Makes me more aware of things 

going on in the organization  

     

20. Gives me an avenue to share my 

ideas and experience at work with 

colleagues  

     

21. Helps me express myself  better      

22. Gives me a way to influence others 

and the institution 

     

23. Allows me to effectively help the 

organization improve its products 

and services  

     

 

SECTION D: Demographic Data  

24. Gender: Male [   ] Female [   ]  

25. Age: 18-25 [   ] 26-39 [   ] 40-55 [   ] 56 & above [   ] 

26. Qualification:  

Certificate [   ] Diploma [   ] Under-Graduate [   ] Graduate [   ] Post graduate [   ]  

Other (specify)……………………………………………………… 

27. How long have been employed by ATU?  

0 - 5 years [   ] 6 - 10years [   ] 11 - 19years [   ] 20 years and above [   ] 

28. What is your department of operation?  

…………………………………………. 

29. Staff category?  

Management [   ] Senior staff [   ] Junior staff [   ] 

Other (specify)………………………………………………………