Effective communication as a catalyst for employee performance within selected Municipalities at KwaZulu-Natal in South Africa

Abstract

Communication is the adhesive that binds people irrespective of their backgrounds. It is the skill of passing information from one person to another. However, effective communication deals with understating emotions and intentions behind the information. Therefore, managers in leadership positions need to understand the manner in which the best effort can be obtained from the workforce, following which communication systems management should be reviewed to ensure it is effective. The aim of the study is to establish whether communicating effectively with employees could improve employee performance in a municipality. In this regard, the study ascertained the extent to which the sharing of ideas creates openness among municipal employees, in addition to whether regular feedback contributes to improved municipal employee performance. Furthermore, the study also investigated whether open channels of communication mitigate misunderstandings and whether the recognition of employee opinions increases employee performance. To establish the stated objectives, the study used a mixed method research approach, employing both quantitative and qualitative methods. Data were collected from the uBuhlebezwe Municipality, where a sample size of 80 respondents was obtained by using a simple random sampling technique. For the qualitative research, 10 employees were gathered by means of convenience sampling, through a focus group at the Ray Nkonyeni Municipality. The results from both methods showed that effective communication was the best tool to change employee performance in municipalities, acting as a catalyst. However, this is largely dependent on the effectiveness and availability of channels of communication. The main recommendations to municipal managers and heads of departments are that they should use effective communication as a strategic tool and appreciate all employee opinions, regardless of their positions in an organisation. Managers in a municipal setting should also involve employees in decision-making, most importantly during policy formulation. It is further important that municipal employees are provided with sufficient resources to be able to perform their day-to-day duties, as inadequate resources lead to poor performance and lack of communication. The provision of regular and honest feedback to employees with regard to their strengths and weakness could additionally improve employee performance and increase productivity. Conversely, lack of communication could lead to misunderstandings and incorrect interpretation of information messages by employees.