CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

Operating a successful business involves more than just making money; it also refers to
being able to manage the people that make it all possible – the employees. Having a well-
defined set of Human Resources Practices in existence enables organization accomplish
this task with ease. Practices that are legally and ethically sound will yield greater results
in business than attempting to manage personnel in a haphazard fashion. The best human
resources practices construct the most effective and efficient method of accomplishing
any objective or task for a business. When aligned with the corporation’s mission
statement and goals, these practices can address many of the personnel concerns that can
come up for a business. It is far better when an organization is moving forward towards
attaining goals as one unit while collectively working towards a communal goal and
having a plan to get there (Taylor, 2014).
Human resources are considered the most valuable assets of any organization but very
few organizations are able to fully harness its potential. While human resources refer to
individuals who make up the workforce of an organization, Human Resources
Management is defined as a very critical and imperative function that operates within an
organization. This function classified into recruitment, compensation, development
related to the organization, safety, motivation of employee, benefit wellness,
communication and training, performance management and all other activities that are
associated with goal achievement of the organization (Ayesh, 2012).
Neo (2007) defines human resource management as composed of policies, practices and
system that influence employees’ behavior, attitude and performance. Oladipo (2011)
opines that having the right personnel at the right place and at the right time is utmost
important to survival and success of any organization.
The Human Resource department is tasked with reviewing the organizations, HR
practices and recommending policy changes, where necessary. As a part of review,
academic qualifications of the staff were harmonized without further discrimination
between Degree holders and Higher National Diploma, Certificate holder, training
programs were organized for all categories of staff. Employee who lacked basic skills and
qualifications could not be retained were laid off, whilst a rigorous recruitment process
was instituted to attract skilled personnel for the various department.
Historically, HRM practices were primarily centered on administrative tasks and
personnel oversight. However, contemporary paradigms have witnessed a progressive
transition towards strategic HRM, emphasizing a holistic approach that aligns HR
initiatives with organizational objectives. Simultaneously, the recognition of
communication as a cornerstone for disseminating these strategic HRM policies has
become increasingly pronounced.

Effective communication has long been recognized as a vital component of

organizational success and employee performance. As noted by Smith (2019),
"communication constitutes the lifeblood of any organization". This is especially true for
human resource (HR) management, where communication with employees across an
array of functions directly influences key outcomes like recruitment, training,
satisfaction, and productivity (Patel, 2014).

According to media richness theory (Daft & Lengel, 1986), HR communications around
areas like selection, orientation, compensation, and performance management require
richer media able to convey nuance. Meanwhile, social exchange theory (Cropanzano &
Mitchell, 2015) suggests that positive, transparent HR communication can improve
employee engagement and commitment through developing mutual trust, loyalty and
obligation.

Significant academic research has examined the connection between HR communication

practices and employee attitudes and behaviors. Effective HR communication techniques
have been linked to desired outcomes like higher job satisfaction (Charoensukmo, 2016),
increased organizational commitment (Mikkelson et al., 2015), improved job
performance (Cole et al., 2019), and lower turnover intentions (Reina et al., 2017).
Conversely, unclear or misleading communications from HR have been associated with
lower productivity, weaker identification with organizational goals, and overall cynicism
regarding management (Elving, 2005).

While significant evidence demonstrates the potential bottom-line impact of HR

communication, gaps in understanding remain regarding the specific elements and
channels that are most essential (Holtzhausen & Tyala, 2017). Additional in-depth
research is needed to provide HR managers empirical evidence on how to leverage
communication across functions to optimize employee performance and sustainability.

Effective human resource (HR) management necessitates strategic communication across

multiple channels throughout the employee lifecycle (Lee & Idris, 2017). Key stages
involving critical HR communication include recruitment, selection, onboarding, training
and development, performance management, retention, and organizational change (Lu &
et al., 2022).

Recruitment communication encompasses employer branding, job postings, and

candidate engagement to convey organizational culture, values, and employment
proposition to potential hires (Kashive & Khanna, 2017). Selection communication
includes interviews, assessments, reference checks, negotiations and employment offers
aiming to positively shape first impressions (Dabirian, 2019).

Onboarding communication serves to welcome, orient, and integrate new employees

through information dissemination regarding organizational policies, procedures, vision,
training, and networking (Alshanbri, 2015). Ongoing training communication identifies
development needs, delivers impactful content and resources, provides mentorship
opportunities, and evaluates progress (Memon, 2018).

Performance management relies on consistent two-way communication between

managers and staff to set expectations, provide formal and informal feedback, conduct
appraisals, outline improvements, and determine rewards (Anyim, 2012). Retention-
focused communication proactively engages employees long-term by gauging
satisfaction, monitoring turnover risk factors, and addressing issues affecting
commitment (Bibi, 2018).

During organizational change, HR communication clarifies the need for change,

addresses concerns, and secures buy-in through multiple channels like email, meetings,
training sessions, and talking points (Elving et al., 2015). Across these practices,
emerging digital communication channels present both opportunities and challenges for
HR-employee communication (Karanges, 2018).

Effective communication acts as a vital conduit through which a spectrum of HRM

policies, spanning recruitment, training, performance evaluation, and employee relations,
permeates the organizational landscape. The efficacy of this communication,
characterized by its clarity, transparency, and consistency, significantly influences the
workforce's comprehension, acceptance, and alignment with the broader organizational
goals.

The manner in which HRM strategies are communicated holds immense sway over
employees' perceptions and interpretations. Clear and well-articulated communication
regarding HRM initiatives fosters a conducive environment, enhancing employee
engagement, satisfaction, and commitment. Conversely, communication breakdowns or
inadequacies in conveying HRM policies can breed misunderstanding, undermine
morale, and erode trust among employees, thereby dampening their engagement levels.

The intricate interplay between HRM and communication practices assumes a pivotal
role in translating organizational objectives into actionable directives for employees.
How HRM policies are conveyed and disseminated shapes the prevailing organizational
culture, influencing employee attitudes, behaviors, decision-making processes, and
consequently, the overall organizational performance.

Plateau State Polytechnic is a prominent tertiary institution in Nigeria located in the city
of Jos. Established in 1978, the polytechnic has grown to include three main campuses -
Jos Campus, Pankshin Campus, and Bokkos Campus. Today, Plateau State Polytechnic
has a student population of over 15,000 and 500 academic staff across various programs
(Plateau State Polytechnic, 2022).

The polytechnic offers National Diploma and Higher National Diploma programs
spanning diverse fields including Engineering, Environmental Sciences, Management and
Accounting, Computer Science, Hospitality Management, and Communication. The
institution is accredited by the National Board for Technical Education (NBTE).

Plateau State Polytechnic is governed by a Governing Council which oversees policy

direction. The Rector acts as the chief executive and academic officer responsible for
day-to-day operations and administration. There are also Deputy Rectors for Academics
and Administration who assist in managing the various campuses. Departmental Heads
provide leadership within the different academic units and programs.

As a state-owned polytechnic, Plateau State Polytechnic receives the majority of its

funding from the Plateau State Government, supplemented by student tuitions and fees.
The polytechnic administration is responsible for strategic and operational management,
including overseeing all staff and human resource functions.

In recent years, Plateau State Polytechnic has implemented several new HR policies
aimed at improving staff recruitment, training, evaluation and retention. Some examples
include the launch of an online performance management system in 2020 to streamline
communication around goal-setting and feedback, the introduction of a new employee
orientation program in 2021 to improve onboarding, and increased allocations for faculty
training seminars in the 2022 budget.

These recent changes indicate that communication between HR and employees around
policies, expectations, and development is already an area of focus at the polytechnic.
This makes the current time an opportune moment to conduct research examining how
enhancing HR communication strategies could amplify the impact of these ongoing
initiatives on employee productivity and performance at Plateau State Polytechnic.

1.2 STATEMENT OF THE PROBLEM

Effective human resource (HR) communication serves a vital strategic function by

conveying organizational goals, managing employee expectations, fostering engagement,
and aligning workers to institutional objectives. However, many organizations still
grapple with optimizing their HR communication practices, channels and strategies.
Communication gaps, inconsistencies and ambiguities from HR can negatively impact
employee productivity, satisfaction, commitment and performance. This represents an
enduring challenge across industries.

The problem is particularly salient within tertiary education institutions including

universities, colleges and polytechnics which rely heavily on faculty and staff
productivity and performance, often while facing substantial resource constraints.
Specifically, Nigerian polytechnics operate in a complex, rapidly evolving environment
marked by surging enrollment, staffing shortages, high turnover, infrastructural deficits,
and escalating stakeholder demands.

Existing challenges may be further compounded by any HR communication deficiencies

regarding conveying vision, providing feedback, delivering training, responding to
concerns, and managing change. However, there has been limited investigation into the
state of HR communication at Nigerian tertiary institutions. Knowledge gaps persist
around employee perceptions of HR communication relevance, clarity, consistency and
quality. Little is known about the adequacy of HR interaction frequency and quality for
engaging staff. There is scarce data on how employees rate overall HR communication
effectiveness in their institution. The relationships between perceived effectiveness and
employee productivity, performance, satisfaction and retention remain unclear.

Therefore, the core problem this research aims to address is the lack of empirical insight
on the status of HR-employee communication within Nigerian polytechnics, and how
enhancing communication could strengthen outcomes. With surging enrollment and
mounting demands, Nigerian polytechnics require context-specific guidance on
optimizing HR communication to maximize human capital productivity and performance.
However, scholarly investigation into this issue has been minimal, especially using
empirical methods. Existing literature has focused predominantly on private companies
or Western contexts, with limited culture-specific research on the Nigerian tertiary
environment. Quantitative data is lacking on HR communication frequencies, channels,
effectiveness ratings or content analysis. Qualitative perceptions of employees are also
scarce.

This study will help bridge these knowledge gaps by capturing quantitative metrics
regarding the state of HR-employee communication at Plateau State Polytechnic through
surveys. As a large public polytechnic, Plateau State represents an ideal organizational
context for an exploratory case study.

Findings will provide evidence-based recommendations to enhance polytechnic HR

communication policies and practices, strengthening key employee performance
indicators. Insights generated have potential transferability and practical implications for
HR communication strategies across Nigeria's expanding tertiary education sector.

1.3 AIM AND OBJECTIVES OF THE STUDY

1. To understand how employees perceive the clarity of Human Resource

communication practices within the institution, and the extent this perception
impacts their overall understanding of institutional goals and expectations
2. To know the frequency of HR communication interactions with employees,
and how does the regularity of communication contribute to employees' sense
of engagement, motivation, and alignment with institutional objectives
3. To examine the extent to which employees perceive the effectiveness of HR
communication practices in providing relevant information, support, and
guidance, and how does this perceived effectiveness correlate with their overall
performance and job satisfaction within the organization

1.4 RESEARCH QUESTIONS

1. How do employees perceive the clarity of Human Resource communication

practices within the institution, and to what extent does this perception impact
their overall understanding of institutional goals and expectations?
 2. What is the frequency of HR communication interactions with employees, and
how does the regularity of communication contribute to employees' sense of
engagement, motivation, and alignment with institutional objectives?
3. To what extent do employees perceive the effectiveness of HR communication
practices in providing relevant information, support, and guidance, and how
does this perceived effectiveness correlate with their overall performance and
job satisfaction within the organization?

1.5 SIGNIFICANCE OF THE STUDY

The significance of this study lies in its potential to unveil critical insights into the
interconnected realms of Human Resource Management (HRM) communication and
employee dynamics, aligning with the outlined research objectives. By investigating the
impact of HRM communication on employee perceptions, this research endeavors to
elucidate the pivotal role of transparent and clear communication channels in shaping
employees' understanding of their roles and organizational objectives. Such insights
could equip organizations with strategies to enhance employee clarity, potentially leading
to heightened alignment with organizational goals and improved job performance.

Moreover, assessing the relationship between HRM communication and employee

engagement carries substantial implications for organizational efficacy. Understanding
the extent to which effective communication influences engagement, commitment, and
motivation could offer organizations actionable insights to bolster their workforce's
enthusiasm and productivity. Additionally, delving into the effects of communication
breakdowns on employee morale and trust is essential. Uncovering the repercussions of
inadequate communication regarding HRM initiatives could aid in rectifying deficiencies,
fostering a culture of trust, and preserving employee morale. Such efforts could result in a
more cohesive work environment, thereby positively impacting job satisfaction and
retention rates within the organization.

The benefits stemming from this study extend beyond theoretical implications. Its
findings may provide practical guidelines for organizational policies and practices,
assisting in the refinement of HRM communication strategies. Consequently, this could
lead to a more engaged, motivated, and satisfied workforce, ultimately contributing to
improved organizational performance, sustained growth, and competitiveness within the
broader organizational landscape. Thus, the significance of this study rests in its potential
to offer actionable recommendations that could positively transform organizational
dynamics and foster a more conducive and thriving work environment.
1.6 SCOPE OF THE STUDY

The study will comprehensively explore the intricate relationship between Human
Resource Management (HRM) communication strategies and various dimensions of
employee experiences within an organizational context. It will delve into the anticipated
impact of HRM communication on employee perceptions, engagement, morale, trust, and
overall organizational dynamics.

Focusing on the clarity, transparency, and effectiveness of HRM communication

channels, the study aims to decipher how these strategies will influence employees'
understanding of their roles, responsibilities, and alignment with organizational
objectives. It will also investigate the anticipated relationship between effective HRM
communication and heightened levels of employee engagement, commitment, and
motivation, seeking to identify correlations between communication approaches and
workforce enthusiasm.

Moreover, the research will explore the anticipated repercussions of communication

breakdowns or inadequacies in conveying HRM initiatives. It will delve into the expected
effects of these breakdowns on employee morale, trust in organizational policies, and the
overall perception of the organizational environment. The study's scope involves a
detailed analysis of HRM communication processes to identify areas for improvement,
providing anticipated valuable insights to refine strategies and foster a more conducive,
engaged, and satisfied workforce.

Ultimately, the study aims to offer anticipated practical recommendations to

organizations, facilitating the enhancement of HRM communication strategies. Its
anticipated findings aspire to contribute to anticipated organizational practices, fostering
a culture of trust, enhancing employee engagement, and potentially positively impacting
overall job satisfaction and organizational performance.

1.7 THEORETICAL FRAMEWORK

The Organizational Information Theory (OIT), conceived by Karl Weick, presents a

comprehensive framework that delves into the dynamics of information flow within
organizations. At its core, OIT focuses on how organizations gather, process, interpret,
and utilize information to navigate the complexities of their environments and achieve
operational effectiveness. Central to OIT is the recognition that organizations are
information processing entities, constantly engaging in the management and
interpretation of data and messages. The theory underscores the challenges posed by
information overload, where an excess of information hampers decision-making, as well
as information underload, where a scarcity of relevant data impedes effective
organizational functioning. OIT places substantial emphasis on the concept of
"sensemaking," elucidating how individuals and organizations create meaning and
understanding amidst ambiguity or uncertain circumstances. Within this framework,
organizations seek to structure information to reduce ambiguity, improve decision-
making, and facilitate effective communication processes. OIT also highlights the notion
of information richness, advocating that high-quality information, characterized by its
depth, clarity, and relevance, contributes significantly to organizational effectiveness.
This theoretical perspective offers valuable insights into the intricate web of information
management, processing, and sensemaking within organizations, serving as a lens
through which to analyze the impact of communication strategies, such as HRM
communication, on organizational dynamics and outcomes.

Applying the Organizational Information Theory (OIT) to this research involves a

comprehensive analysis of how HRM communication functions within the organizational
framework, aligning with the theory's fundamental concepts. Firstly, examining the
impact of HRM communication on employee perceptions involves exploring the channels
through which HRM policies are disseminated, focusing on information processing. This
investigation seeks to understand how employees interpret and make sense of the
communicated HRM information, aligning with OIT's emphasis on sensemaking.
Additionally, assessing the quality and richness of HRM communication in providing
comprehensive, timely, and relevant information is crucial, as it directly correlates with
OIT's concept of information richness.

Moreover, when investigating the relationship between HRM communication and

employee engagement, the theory's tenets are equally relevant. The study scrutinizes how
HRM communication contributes to the flow of information related to engagement
initiatives and organizational objectives, akin to OIT's emphasis on information
processing. Furthermore, understanding how employees interpret HRM communication
in the context of their engagement, commitment, and motivation resonates with OIT's
focus on sensemaking. Assessing the quality of HRM communication in conveying rich,
contextually relevant information aligns with OIT's concept of information richness,
crucial in enhancing employee understanding and fostering engagement.

Lastly, exploring the effects of communication breakdowns on employee morale and trust
involves examining instances where HRM communication inadequacies impact
information flow. Understanding how employees make sense of unclear communication
or ambiguous messages is pivotal, in line with OIT's focus on managing ambiguity. This
investigation considers how HRM communication addresses or contributes to ambiguity
during organizational changes, thereby influencing morale and trust.

1.8 OPERATIONAL DEFINITION OF TERMS

1. Human Resources Management: The process of managing and developing the

employees of an organization.
2. Communication: The process of exchanging information and ideas between
individuals or groups.
3. Communication practices: The specific ways in which an organization
communicates with its employees.
4. Employees: The individuals who work for an organization.
5. Performance: The level of accomplishment or success achieved by an individual
or group.
CHAPTER TWO
LITERATURE REVIEW
2.1 CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human Resource Management can be described as a strategic, integrated and

coherent approach to the employment, development and well-being of the people
working in organizations. It has a strong conceptual basis drawn from the behavioral
sciences and from strategic management, human capital and industrial relations theories.

Human resource management (HRM) is the policies, practices, and systems that
influence employees’ behaviour, attitudes, and performance. Many companies refer to
HRM as involving “people practices”. There are several important HRM practices that
should support the organization’s business strategy: analyzing work and designing jobs,
determining how many employees with specific knowledge and skills are needed (human
resource planning), attracting potential employees (recruiting), choosing employees
(selection), teaching employees how to perform their jobs and preparing them for the
future (training and development), evaluating their performance (performance
management), rewarding employees (compensation), and creating a positive work
environment (employee relations). An organization performs best when all of these
practices are managed well. At companies with effective HRM, employees and customers
tend to be more satisfied, and the companies tend to be more innovative, have greater
productivity, and develop a more favorable reputation in the community Neo (2011).

Human resource management (HRM) is responsible for carefully selecting and

training people with the necessary skills to pursue the strategy effectively. Some external
factors can be predicted; others, such as the collapse of large banks and insurance
companies, can seemingly come out of nowhere Robbins (2010). According to Neo
(2011) human resource management is critical to the success of organizations because
human capital has certain qualities that make it valuable. In terms of business strategy, an
organization can succeed if it has a sustainable competitive advantage (is better than
competitors at something and can hold that advantage over a sustained period of time).
Therefore, we can conclude that organizations need the kind of resources that will give
them such an advantage.

2.1.1 Employees’ Performance

Campbell (2015) defines performance as behavior or action relevant to the

attainment of an organization’s goals that can be scaled, that is, measured. Moreover, job
performance is defined as what one is paid to do, or what one should be paid to do. The
theory states that the measurement options, be they ratings from a supervisor, peer, or
self, a simulated work sample, or hard criteria (e.g. tallying revenue generated, costs
saved, customer complaints, or some variant of a computerized performance assessment)
besides being valid, reliable, and not deficient should be free of contamination from
sources of variation that are not under the control of the individual (e.g. differences in
technology impacting a person’s performance). Situational enhancers or constraints, if
not taken into account in an appraisal, can contaminate the mean, variance, or both with
regard to an individual’s performance. Observation and interpretation hold the key to the
establishment of effective criteria. Yet, an ongoing problem in appraising people is the
lack of reliability in the observation of their behavior. The employee ‘s performance is
use of knowledge, skills, experiences and abilities, to perform the assigned mission
required by their managers efficient and effectively. The importance of the employee’s
performance can be in form of several points such as:

1) Help to considering the cost of the resources used,

2) A measure of the quantity and quality of work done,

3) Help to survive and excel between the firms,

4) Help to assess and attain of established performance goals, and finally,

5) Increase the efficiency of the employee performance helps to make the right decisions.

Organizational performance is one of the most broadly and extensively used

dependent variables in organizational studies today, and yet, at the same time, it remains
one of the most imprecise and loosely-defined constructs. In the strategy literature, the
focus of attention on this construct has been concerned almost entirely with financial
measures of performance. Conceptually, organizational performance has been defined as
the comparison of the value produced by a company with the value owners expected to
receive from the company. Venkatraman and Ramanujam (2016) indicate that a narrow
definition of performance focus on the use of simple outcome-based financial indicators
that are assumed to reflect the fulfillment of the economic goals of the firm.

Performance is what the organization hires one to do, and do well” (Campbell,
2015). Thus, performance is not defined by the action itself but by judgemental and
evaluative process. Moreover, only actions which can be scaled, i.e., measured, are
considered to constitute performance. The outcome aspect refers to the consequence or
result of the individual’s behavior. Scotter (2014) asserted that performance is both
behaviors and results. Behaviors emanate from the performer and transform performance
from abstraction to action. Not just the instruments for results, behaviors are also
outcomes in their own right – the product of mental and physical effort applied to tasks –
and can be judged apart from results. This definition of performance leads to the
conclusion that when managing performance both inputs (behavior) and outputs (results)
need to be considered. It is not a question of simply considering the achievement of
targets, as used to happen in ‘management by objectives’ schemes. Competency factors
need to be included in the process (Armstrong, 2016).

Job performance refers to the effectiveness of individual behaviors that contribute

to organizational objectives. Job performance relates to the act of doing a job. It is a
means to reach a goal or set of goals within a job, role, or organization (Campbell, 2015),
but not the actual consequences of the acts performed within a job. He affirms that job
performance is not a single action but rather a “complex activity”. Performance in a job is
strictly a behavior and a separate entity from the outcomes of a particular job which relate
to success and productivity. Job performance has also been defined as the overall
expected value from employees’ behaviors carried out over the course of a set period of
time Motowidlo (2014). Performance is a property of behavior, or what people do at
work. An employee’s behavior has expected value to the organization – that is, an
employee’s behaviors may be distinguished in the extent to which they help or hinder the
organization, and the outcomes of unique behaviors are rarely measured so their value
is expected.

2.1.2 Communication Strategies Adopted by Human Resource in An Organization

Effective communication is the cornerstone of a healthy and productive work
environment. In today’s dynamic workplace, the role of human resources management
(HRM) communication has become increasingly critical in shaping employee
perceptions, engagement, and morale.
1. Transparent Communication:
One of the key aspects of effective HR communication is to foster trust among
employees by providing clear, honest, and comprehensive information about the
organization's goals, values, and any changes that may affect them. This transparency not
only keeps employees informed about the vision, mission, and direction of the
organization, but also creates a sense of openness and reliability within the workplace.
Employees feel more engaged and committed when they know what is happening in the
organization and why.
2. Active Listening:
Another important element of HR communication is to cultivate a culture of active
listening within HR practices. This involves not only hearing what employees say, but
also understanding their concerns, ideas, and feedback. Active listening requires HR
professionals to empathize with employees' perspectives, showing that their voices are
valued and considered. Active listening also helps HR professionals to identify and
address any issues or challenges that employees may face, as well as to recognize and
appreciate their achievements and contributions.
3. Regular Feedback Mechanisms:
A third essential component of HR communication is to implement a structured system
of regular performance reviews and feedback sessions. These mechanisms allow for
ongoing communication about individual and team performance, creating opportunities
for constructive discussions. Regular feedback helps employees to receive timely and
specific feedback on their work, understand their strengths and areas for improvement,
and set goals and action plans for their development. Feedback also helps HR
professionals to monitor and evaluate employee performance, provide coaching and
guidance, and reward and recognize outstanding performance.
4. Open Channels:
A fourth vital aspect of HR communication is to establish accessible and open
communication channels. These can include suggestion boxes, surveys, or town hall
meetings where employees feel comfortable expressing their thoughts, ideas, and
concerns. By fostering an environment that encourages openness, HR facilitates a
continuous exchange of information between employees and HR, as well as among
employees themselves. Open channels also help HR to collect and analyze employee
feedback, identify and address any issues or gaps, and implement changes or
improvements based on employee input.
5. Clear Policies and Procedures:
A fifth crucial element of HR communication is to communicate organizational policies
and procedures clearly to all employees. These policies and procedures include
expectations, rules, and guidelines that govern employee behavior, conduct, and
performance. HR should ensure that these policies and procedures are well-defined and
easily accessible to all employees, such as through the intranet, employee handbook, or
orientation sessions. This transparency helps employees understand the parameters within
which they operate and fosters a sense of fairness and consistency across the
organization.
6. Employee Training and Development Programs:
A sixth important component of HR communication is to actively communicate
opportunities for skill development and career growth. These opportunities include
available training programs, mentorship initiatives, and advancement pathways that help
employees enhance their knowledge, skills, and competencies. HR should outline these
opportunities clearly and communicate them to employees regularly, such as through
newsletters, emails, or workshops. By highlighting the organization's commitment to
employees' professional growth, HR reinforces a culture of continuous learning and
development.
7. Crisis Communication Plan:
A seventh essential aspect of HR communication is to develop a comprehensive plan
for communication during challenging times. These times may include emergencies,
disasters, or crises that may affect the organization or its employees. HR should clearly
outline how information will be disseminated to employees, ensuring that updates are
timely, accurate, and transparent. HR should also communicate the actions and measures
that the organization is taking to address the situation, as well as the resources and
support that are available to employees. This strategy helps maintain trust and confidence
in HR and organizational leadership during periods of uncertainty.
8. Recognition and Appreciation:
An eighth vital element of HR communication is to implement structured recognition
programs to acknowledge and appreciate employees' contributions. These programs
include formal and informal ways of highlighting individual and team accomplishments,
such as awards, certificates, bonuses, or thank-you notes. HR should communicate these
recognition programs to employees regularly, reinforcing a positive work atmosphere.
This approach motivates employees, fostering a sense of pride and job satisfaction.
9. Two-Way Communication:
A ninth crucial component of HR communication is to encourage a two-way
communication flow where employees feel empowered to share their thoughts and ideas.
This involves actively seeking employee input in decision-making processes,
demonstrating that their perspectives are valued and respected. HR should also provide
feedback and follow-up on employee suggestions, showing that they are taken seriously
and acted upon. This approach fosters a culture of collaboration and inclusivity, where
employees feel more involved and invested in the organization.
10. Use of Technology:
A tenth important aspect of HR communication is to leverage technology to streamline
communication processes. This involves implementing internal communication platforms
that facilitate efficient information sharing and collaboration among employees and HR,
such as intranet, email, or chat. HR should also embrace tools that enhance connectivity,
making it easier for HR to engage with employees across various levels of the
organization, such as video conferencing, webinars, or podcasts. Technology also helps
HR to deliver more personalized and interactive communication, such as through
gamification, quizzes, or polls.
2.1.3 Communication Channels in an Organization
A channel of communication is the method or medium that people use to send and
receive messages. Different channels have different advantages and disadvantages,
depending on the purpose, audience, and mode of communication. Therefore, it is
important for HR to select the channel that best suits the communication task at hand.
Some of the most common channels of communication in the workplace are:

1. In person: This channel involves communicating directly with another person or a

group of people, without any intermediaries or devices. It can take the form of
face-to-face conversations, meetings, presentations, or interviews. This channel is
the most effective for complex or emotional messages, as it allows for immediate
feedback and nonverbal cues, such as eye contact, gestures, tone of voice, or facial
expressions. For example, if you want to negotiate a deal, persuade a client, or
resolve a conflict, you should use this channel. However, this channel also has
some drawbacks, such as requiring physical proximity, time, and resources, and
being prone to distractions, interruptions, or misunderstandings.
2. Documents: This channel includes formal business documents, such as policies,
contracts, reports, or proposals. These documents are usually written in a clear,
concise, and professional language, following a specific format, structure, and
style. They are used to communicate official information, rules, or guidelines that
need to be recorded or referenced for legal, financial, or operational purposes. For
example, if you want to establish a contract, document a project, or evaluate a
performance, you should use this channel. However, this channel also has some
 limitations, such as being time-consuming, requiring proofreading and editing, and
lacking feedback or interaction.
3. Emails: This channel is used for quick, informal, or routine messages, such as
updates, reminders, requests, or confirmations. Emails are electronic messages that
are sent or received through a computer or a mobile device, using an internet
connection. They are usually written in a casual, friendly, and concise language,
with a subject line, a salutation, a body, and a signature. They are also useful for
sending or receiving attachments, such as files, images, or links. For example, if
you want to share a document, schedule a meeting, or confirm an order, you
should use this channel. However, this channel also has some challenges, such as
being overloaded, misinterpreted, or ignored, and posing security or privacy risks.
4. Broadcast media: This channel covers TV, radio, and loudspeakers. These are
devices that transmit audio or video signals to a large, diverse, or remote audience,
using electromagnetic waves or cables. They are used to communicate with
customers, employees, or stakeholders, who may not have access to other
channels, or who may need to receive the same message at the same time. They
are suitable for delivering announcements, promotions, or news, that are relevant,
timely, and appealing. For example, if you want to advertise a product, inform a
policy, or report a result, you should use this channel. However, this channel also
has some drawbacks, such as being expensive, regulated, or unreliable, and
lacking feedback or personalization.
5. Mobile channels: This channel includes phone calls, text messages, and instant
messaging apps. These are methods of communication that use a mobile phone or
a similar device, such as a tablet or a smartwatch, to send or receive voice or text
messages, using a cellular network or a wireless connection. They are used for
private, urgent, or interactive messages, such as feedback, questions, or
clarifications, that need a quick or direct response. They allow for verbal or written
communication with one or more people, using features such as call waiting,
conference call, group chat, or voice note. For example, if you want to check a
status, ask a question, or give a suggestion, you should use this channel. However,
this channel also has some problems, such as being disruptive, informal, or
unprofessional, and depending on battery life, signal strength, or data plan.
6. Electronic channels: This channel encompasses the internet, intranet, and social
media platforms. These are online platforms that use a web browser or an
application to access, create, or share information, using a computer or a mobile
device, and an internet connection. They are used for one-to-one, group, or mass
communication, such as chats, forums, blogs, or podcasts. They enable online
 collaboration, sharing, and networking, using tools such as video call, screen
share, file share, or comment. For example, if you want to discuss a topic, share a
resource, or build a community, you should use this channel. However, this
channel also has some issues, such as being overwhelming, addictive, or
inappropriate, and requiring digital literacy, etiquette, or security.
7. Written channels: This channel involves handwritten or printed communication,
such as letters, notes, cards, or posters. These are physical forms of
communication that are delivered by hand, mail, or courier, to a specific person or
location. They are used for personal, formal, or creative messages, such as
invitations, thank-you notes, or slogans, that need to convey a sense of
authenticity, appreciation, or originality. For example, if you want to express
gratitude, apologize, or motivate, you should use this channel. However, this
channel also has some disadvantages, such as being slow, costly, or limited, and
being easily lost, damaged, or discarded.

2.1.4 Role of Communication in Enhancing Employee Engagement

Communication is the process of exchanging information, ideas, and feelings between
people through verbal or non-verbal means, such as words, gestures, facial expressions,
and body language. Communication plays a vital role in enhancing employee
engagement, which is the degree of commitment, involvement, and enthusiasm that
employees have towards their work and organization. Employee engagement is important
for achieving high performance, productivity, and innovation.

It helps to align employees with the organizational vision, mission, values, and goals, and
to understand their roles and responsibilities in achieving them. By communicating the
organizational purpose and direction, employees can see how their work contributes to
the larger picture and feel more motivated and inspired.
It fosters a culture of trust, respect, and collaboration among employees and managers,
and encourages feedback and recognition. By communicating openly and honestly,
employees can build trust and rapport with each other and their managers, and feel more
comfortable to share their opinions and ideas. By communicating feedback and
recognition, employees can receive constructive guidance and appreciation for their
efforts, and feel more valued and respected.
It motivates employees to perform at their best, to learn and develop new skills, and to
seek opportunities for growth and innovation. By communicating expectations and goals,
employees can have a clear and realistic understanding of what is expected of them and
how they will be evaluated. By communicating learning and development opportunities,
employees can have access to the resources and support they need to enhance their skills
and competencies. By communicating challenges and opportunities, employees can have
the chance to apply their creativity and problem-solving skills to new and exciting
projects.
It supports employee well-being, by reducing stress, conflict, and uncertainty, and by
enhancing satisfaction, loyalty, and retention. By communicating effectively, employees
can avoid misunderstandings and miscommunication that can lead to stress and conflict.
By communicating clearly and consistently, employees can reduce uncertainty and
ambiguity that can cause anxiety and frustration. By communicating positively and
empathetically, employees can enhance satisfaction and loyalty that can increase
retention and engagement.
2.1.5 Impact of Human Resource Management on Employees Performance
Human resource management (HRM) refers to the policies and practices involved in
carrying out the ‘human resource (HR)’ aspects of a management position including
human resource planning, job analysis, recruitment, selection, orientation, compensation,
performance appraisal, training and development and labor relations. HRM is composed
of the policies, practices and systems that influence employees’ behavior, attitude and
performance. The presumed link between individual performance and organizational
performance has been well established in business literature. Aware of such a fact,
organizations have been in a state of constant search for leverages of employee
performance. The leverages are the factors that promote or enhance the level of employee
effort and activities related to his/her work, which ultimately improve organizational
performance. The search for the leverages or factors that enhance employee performance
has always been a big concern for industrialists and researchers. Taylor's prescriptions
which looked for the 'one best way' of production attached to a reward package which
enabled 'economic man' to maximize income was an early attempt to couple employee
motivation with productivity and output. Aguinis regard HRM s “involving all
management decisions that affect the relationship between the organization and
employees, its human resources”. Human resource management (HRM) practices, in any
firm, are a moderator among the strategy and policies of HRM and HRM outcome. HRM
practices include job analysis, orientation, performance appraisal, human resource
planning, labour relations, selection, recruitment, compensation and training and
development. HR practices and job satisfaction are studied widely in different parts of
the world. It is assumed that HR practices are closely associated with job satisfaction.
Because many scholars and practitioners believe that sound HR practices result in better
level of job satisfaction which ultimately improves organizational performance. Some
researchers focus on the overall job satisfaction or even life satisfaction of employees
whereas some others underline a variety of satisfaction facets such as satisfaction with
pay, promotion, supervisor, or co-workers.
Employee Participation: HR professionals must focus on continuous innovation by
responding positively to new ideas and constantly keeping track of new trends.
Innovative HR interventions, designed to ensure that people respond spontaneously to the
critical demand of the organizations, have tremendous potential to bid healthy and
successful organizations. Today, the organizations that simply follow the traditional
approaches to managing people, obsessed with the in- place HR systems that they have,
appear to be destined to perform at a mediocre level or worse. Organizational support is
defined as "the extent to which employees perceived that the organization valued their
contribution and cared about their well-being". The support that is provided by the
organization is directly related to employees' performance. Employees exchange their
genuine effort for greater care, concern and support they received from their organization.
Similarly, DeCotiis and Summers (2017) reported that when employees were treated with
consideration, they displayed greater levels of commitment.
Compensation: Industrialists and researchers have been in constant search for the
factors that affect employee performance. In his early attempt, Taylor had suggested
prescriptions which looked for the 'one best way' of production attached to a reward
package which enabled 'economic man' to maximize income in return for his/her great
effort. This was an early attempt to couple employee motivation with productivity and
output. Intrinsic paybacks, in terms of rewards and compensation, do enhance the
employees' in-role performance to some degree. However, when organizations set goals
of improving their effectiveness, as well as efficiency, it requires that its members take up
extra role activities and perform them to the best of their abilities. Extra role
performance by the employees is an indicator of positive individual contribution to
overall organizational effectiveness. Altarawmneh and AlKilani (2010) state that
“employees are motivated when there are financial rewards directly tied to their
performance”. Fulmer (2003) investigate the association between compensation and
work performance and found positive association between them. Compensation has a
significant correlation with worker performance outcomes.
Moreover, a significantly positive relationship has been identified by Teseema and
Soeters (2016) between compensation practices and employee performance. An
examination of the literature on gender differences in pay raises suggests two different
reasons why women may receive higher raises than men. Reduced stereotyping is one
possible reason for women receiving higher pay raises. Specifically, Gerhart (2013)
suggested that women had lower base pay, but higher pay increases, due to differences in
the amount of information available to the decision-maker. As Tosi and Einbender (2015)
argued, when managers have limited information about job performance or capabilities,
they tend to make stereotypical judgments.
Empirical Review
Many previous studies on HR policies-employee outcomes relationship were conducted
within
HRM practices-organisational performance studies. The following is a review of some
previous
studies.
Otoo (2019) studied the mediating role of employee competence in the HRM practices –
organisational performance relationship. In this study, 600 employees of selected hotels
were given a copy of a structured questionnaire to elicit relevant data, which was
subsequently analysed using SEM. The study found that HRM practices significantly
determine employee competence, mediating the HRM practices – organisational
performance relationship.
Taib, Saludin and Hanafi (2018) investigated the mediating role of employee engagement
(a component of employee outcomes) in the HRM practice – organisational performance
relationship. Data was collected from 318 public sector employees in Malaysia and
analysed using SEM. Results show a significant relationship between HRM practices and
employee engagement. The study also found that employee engagement significantly
mediates the HRM practices – organisational performance relationship. However, a gap
in this study is that it ignores other relevant components of employee outcomes. This
study hopes to fill this gap. Sothan, Baoku & Xiang (2016) studied the relationship
between commitment and employee creativity. Analysing data from 342 sampled
respondents drawn from hotels in Cambodia using Structural Equation Modelling (SEM),
the study found that commitment significantlydetermines employee creativity which is a
component of employee competence. Teryima (2016), on the other hand, found that
motivational factors significantly determine employee commitment. A gap in these
studies is their piecemeal approach to studying the determinants of employee outcomes.
Jiang, Lepak, Hu & Baer (2012) investigated the impact of HR on firm performance with
emphasis on factors that intervene in the relationship. The study sourced data from
31,463 firms in 116 articles representing 120 unbiased samples. Analysis was carried out
using Structural Equation Model. Three elements of HR systems were found to have
varying impacts on employee behavioural outcomes and organisational performance. The
link between HR practices and organisational performance was also established. The
authors found that an increase in HR practices by one standard deviation (SD) led to an
increase in a firm’s financial performance by SD a .13, .18, or.09.
In the same vein, Kovak & Dysvik (2010) studied the effect of perceived investment in
employee development (learning and development) on employee outcomes (affective
commitment, turnover intentions, work effort and organisational citizenship behaviour).
Using cross-sectional data collected from 331 employees from Norwegian
telecommunication firms, analysed using SEM, the study found that perceived investment
in employee development significantly determines selected employee outcomes.
Singh (2014) investigated the influence of HRM practices on organisational outcomes in
India. To this end, data were gathered from 120 companies in India were processed with
SEM. The investigation discovered that important HRM practices positively influenced
employee behavioural outcomes.

SUMMARY
An organisation can only be as good as the performance of organisation’s employees
because employees’ performance is the most important determinant of organisational
success. In other words, routed and improving individual performance will also increase
the performance of the organisation. The way to achieve that employees will fi nd their
work meaningful is through the
creation of the working environment and building the system that aims to continuously
improve performance. The most important task at this point it does falls undoubtedly to
human resources managers.
The purpose of HRM practices is to provide eligible employees for organisations in order
to increase organisational performance and effectiveness. Therefore, entire HRM
activities endeavour for regulative people to organisations in order to ensure retention and
long-term employment, and increase organisational performance. Long-term employment
and retention of
employees require workers to believe that the organisation’s values and their values fit.
HRM practices are able to increase organisational effectiveness by ensuring profitable
experiences for employees. For example, when employees get in the organisation well-
applied orientation
programmes help them to learn about the organisation and its values to increase
organisational performance.
Companies can adapt to changes and fulfi l their social functions; there may be found a
company in the mission field staff as a whole contribute to the overall objectives and the
staff at the desired level of performance subject to the continuous improvement
evaluated. Human resource management (HRM) is a key function for an effective and
efficient organisation.

CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
This refers to the procedures that are used in research operations. This includes methods
concerned with collection of data, statistical techniques used to establish relationship
between the data and the unknowns, and accuracy of the methods used to evaluate the
accuracy of the results obtained (Kothari & Garg, 2014). For this research, chapter three
expounds on the research and sampling design, data collection and data analysis method
applied for this body of work.
3.1 RESEARCH DESIGN
The research design selected for this study is a quantitative approach, focusing on
investigating the impact of Human Resource (HR) communication practices on employee
performance. A structured questionnaire will be utilized to gather data from employees
within the selected organizations. This design allows for a systematic and numerical
analysis of the relationship between HR communication strategies and performance
metrics. The study made use of quantitative survey design.
3.2 POPULATION AND SAMPLE
3.2.1 Population
The population under consideration consists of employees within various departments in
the institution, specifically targeting those who are directly impacted by HR
communication practices, such as the Dean, Directors and Head of Department. The
study aims to capture a diverse cross-section of employees from different sectors to
ensure a comprehensive understanding of the relationship between HR communication
and performance.
3.2.2 Sample Size
The sample size of the study is 100. To achieve a representative sample, a random
sampling technique will be employed. The sample size will be determined based on
statistical considerations to ensure sufficient power for analysis and generalizability of
findings. This approach aims to minimize bias and provide each member of the
population an equal chance of being selected, contributing to the reliability and validity
of the study.
3.3 SAMPLING TECHNIQUE
The purposive sampling technique was used in selecting the personnel of the
organization. And the selection was based on willingness of the personnel to participate
and genuinely answer the question in questionnaires.

3.4 INSTRUMENT FOR DATA COLLECTION

3.4.1 Description of Instrument
A structured questionnaire with close-ended questions will be the primary instrument for
data collection. The questionnaire will be designed to measure various aspects of HR
communication practices and their perceived impact on employee performance. Closed-
ended questions provide clarity, ease of analysis, and allow for quantitative measurement,
ensuring efficiency in gathering and interpreting data. The questionnaire starts with
introductory part, the letter of introduction to the respondents, the questionnaire contains
three sections; first contain the bio data of the respondents less the name, section two
contains the well-structured questions with options of five for the respondents to choose
from.
3.4.2 Procedure for Instrument Development
The questionnaire will be developed based on a thorough review of existing literature,
incorporating relevant dimensions identified in previous studies. The questions will be
designed to assess the clarity, frequency, and effectiveness of HR communication
practices and their perceived influence on employee performance. A pilot study will be
conducted to refine and validate the questionnaire before the main data collection phase.
3.5 Procedure of Data Collection
Data collection will be carried out through face-to-face interactions with the selected
participants. Trained researchers will administer the structured questionnaire, providing
clarifications when necessary. Face-to-face data collection enhances the reliability of
responses, allows for immediate clarification of queries, and ensures a more personal
connection with participants.
3.6 Method of Data Analysis
Data analysis will be base descriptive statistical methods. Descriptive statistics, such as
means and frequencies, will be employed to summarize the characteristics of HR
communication practices and employee performance.
Questionnaire
Section A: Demographic Details
1. Gender: Male { } Female { }

2. Age: 26 -35 { } 36-45 { } 46-55 { } 56 and above { }

3. Educational Qualification: ND/NCE { } HND/B.SC { } MSC { } PHD

{ }

4. Working experience: 1year – 10 years { } 12 years – 20 years { } 21 years

– 31 years { } 32 years and above { }

Section B:
Instruction: kindly select the appropriate answer
SA= Strongly Agree, A= Agree, N= Neutral, SD= Strongly Disagree, D= Disagree
Research Question 1: Assess Clarity Perception
S/N Statements SA A N SD D
1 HR communication practices at Plateau State University
provide clear and understandable information about
institutional goals and expectations.
2 I feel well-informed about changes and updates in Plateau State
University's policies and procedures through HR
communication.
3 HR effectively communicates the rationale behind decisions,
fostering a transparent understanding among employees at
Plateau State University.
4 Clarity in HR communication positively influences my overall
understanding of institutional goals and expectations at Plateau
State University.
5 I find HR communication at Plateau State University to be
consistent and coherent, aiding in a clear comprehension of the
information conveyed.

Research Question 2: Analyze Frequency of HR Communication

S/N Statements SA A N SD D
1 HR communication occurs regularly at Plateau State
University, keeping me well-informed about ongoing
institutional activities.
2 I receive timely updates from HR at Plateau State University
regarding changes, events, and initiatives within the institution.
3 The frequency of HR communication positively influences my
sense of engagement and motivation at work at Plateau State
University.
4 I feel aligned with institutional objectives at Plateau State
University due to the regularity of communication from the HR
department.
5 HR communication efforts at Plateau State University
contribute to a positive work environment, fostering a sense of
inclusion and engagement.

Research Question 3: Evaluate Effectiveness Perception

S/N Statements SA A N SD D
1 HR communication at Plateau State University effectively
provides relevant information to support my day-to-day tasks
and responsibilities.
2 I feel adequately supported by HR communication in
addressing challenges and seeking guidance when needed.
3 The effectiveness of HR communication practices at Plateau
State University positively influences my overall job
satisfaction.
4 HR communication at Plateau State University plays a
significant role in enhancing my performance by providing
valuable insights and updates.
5 The guidance provided by HR communication at Plateau State
University is instrumental in achieving institutional goals and
contributing to success.
CHAPTER FOUR
RESULTS AND DISCUSSION

4.0 Introduction

This research is based on effect of human resource management practice on employees,

case study of plateau state polytechnic. A total of two hundred (100) were administered
to respondents. The feedback from the respondents will be treated and analyzed in
different tables.

4.1 Results

Table 1 : Age of respondents

OPTIONS FREQUENCY PERCENTAGE

18-25
2 2%

26-35
27 27%
 36-45
32 32%

45 and above
36 36%

No response
3 3%

Total 100 100%

Source: Research Survey, 2024
Table 1 illustrates the age distribution of the respondents, offering insights into the
demographic composition of the surveyed population. The data indicates a varied
representation across different age brackets. Specifically, a small proportion of
respondents, constituting 2%, fall within the 18-25 age range. The age group of 26-35
encompasses 27% of the respondents, reflecting a notable presence of individuals in the
early to mid-adult stage.
A substantial 32% of the respondents are in the age range of 36-45, suggesting a
significant proportion in the mid-career phase. Another 36% of respondents are aged 45
and above, indicating a considerable representation of individuals in the later stages of
their professional journey while that 3% of respondents chose not to disclose their age.
This distribution aids in understanding the age diversity and demographics of the
participants in the research survey.
Table 2: Educational Qualification of Respondents
OPTIONS FREQUENCY PERCENTAGE

OND/NCE
9 9%

HND/BSc
16 16%

MSc
43 43%

PhD
20 20%

No response 12
12%

Total 100 100%

Source: Research Survey, 2024
Table 2 presents the educational qualifications of the surveyed respondents, offering a
comprehensive insight into the academic composition of the sample group. The data
reveals a diverse distribution across various educational levels. Specifically, 9% of
respondents possess OND/NCE qualifications, representing individuals with diplomas
and National Certificate in Education backgrounds.
A segment comprising 16% of the respondents holds HND/BSc degrees, indicating a
significant presence of individuals with higher national diplomas and bachelor's degrees.
The majority of the surveyed population, constituting 43%, has obtained MSc
qualifications, highlighting a substantial proportion of individuals with master's degrees.
Notably, 20% of respondents hold the highest academic qualification, a PhD, indicating a
noteworthy presence of individuals with advanced educational attainment.
It's worth mentioning that 12% of respondents chose not to disclose their educational
qualification. The cumulative total of 100 respondents ensures the completeness of the
dataset, providing valuable insights into the diverse educational backgrounds within the
surveyed population..
Table 3: Working Experience of Respondents
OPTIONS FREQUENCY PERCENTAGE

1 year- 10 years
11 11%

11 years – 20 years
43 43%

21 years – 30 years
40 40%

31 years and above 6

6%

Total 100 100%

Source: Research Survey, 2024
The table above presents a detailed analysis of the working experience of respondents.
Among the surveyed individuals, 11% reported having accumulated 1 to 10 years of
professional experience, while a significant portion, comprising 43%, indicated a work
history ranging from 11 to 20 years. A substantial 40% of respondents reported a career
span between 21 and 30 years. Notably, a smaller segment, constituting 6% of the
respondents, boasted an extensive professional journey of 31 years and above.
4.1.1 Analysis of Research Questions
Table 4:
Research Question 1: How do employees perceive the clarity of Human Resource
communication practices within the institution, and to what extent does this
perception impact their overall understanding of institutional goals and
expectations?
Statements Ranking

S/N SA A N D SD
5 4 3 2 1 Mea Remark
n
1 HR communication 23 42 4 20 11 3.46 Accepted
practices at Plateau State
Polytechnic provide clear
and understandable
information about
institutional goals and
expectations.
2 I feel well-informed about 15 33 12 24 16 3.07 Accepted
changes and updates in
Plateau State Polytechnic's
policies and procedures
through HR
communication.
3 HR effectively 12 39 6 28 15 3.05 Accepted
communicates the rationale
behind decisions, fostering
a transparent
understanding among
employees at Plateau State
polytechnic.
4 Clarity in HR 17 38 12 19 14 3.25 Accepted
communication positively
influences my overall
 understanding of
institutional goals and
expectations at Plateau
State University.
5 I find HR communication 33 39 17 9 2 3.92 Accepted
at Plateau State
Polytechnic to be
consistent and coherent,
aiding in a clear
comprehension of the
information conveyed.
Number of Respondents: 100

Table 4 presents a comprehensive analysis of employees' perceptions regarding the

clarity of Human Resource (HR) communication practices within Plateau State
Polytechnic and its impact on their understanding of institutional goals and expectations.
The table comprises five statements, each addressing different aspects of HR
communication. Notably, Statement 1, focusing on the provision of clear and
understandable information about institutional goals, received a robust mean score of
3.46, indicating a strong agreement among respondents. This positive acceptance is
echoed in Statements 2 to 5, where mean scores ranging from 3.07 to 3.92 suggest
favorable perceptions regarding HR communication effectiveness in keeping employees
well-informed about changes, communicating decisions transparently, positively
influencing overall understanding, and maintaining consistency and coherence.

Table 5:

Research Question 2: What is the frequency of HR communication interactions with

employees, and how does the regularity of communication contribute to employees'
sense of engagement, motivation, and alignment with institutional objectives?

Statements Ranking

S/N SA A N D SD
5 4 3 2 1 Mean Remark
1 HR communication 35 30 17 4 14 3.65 Accepted
occurs regularly at
Plateau State
Polytechnic, keeping
me well-informed about
ongoing institutional
activities.

2 I receive timely updates 28 32 0 30 10 3.38 Accepted

from HR at Plateau
State Polytechnic
regarding changes,
events, and initiatives
within the institution.

3 The frequency of HR 28 35 0 22 15 3.39 Accepted

communication
positively influences
my sense of
engagement and
motivation at work at
Plateau State
Polytechnic.

4 I feel aligned with 20 36 15 25 4 3.43 Accepted

institutional objectives
at Plateau State
Polytechnic due to the
regularity of
communication from
the HR department.

5 HR communication 21 20 24 16 19 3.08 Accepted

efforts at Plateau State
Polytechnic contribute
to a positive work
environment, fostering
 a sense of inclusion and
engagement.

Number of Respondents: 100

Table 5 delves into the frequency of Human Resource (HR) communication interactions
at Plateau State Polytechnic and explores the correlation between the regularity of
communication and employees' sense of engagement, motivation, and alignment with
institutional objectives. The five statements, ranked based on respondents' feedback using
a scale from 1 (Strongly Disagree) to 5 (Strongly Agree), provide valuable insights into
the effectiveness of HR communication practices.
Statement 1 reveals that HR communication occurs regularly, with a mean score of 3.65,
suggesting a strong agreement among respondents. This positive acknowledgment
extends to Statements 2 to 5, where mean scores ranging from 3.38 to 3.08 indicate that
employees receive timely updates, feel positively influenced in terms of engagement and
motivation, align with institutional objectives, and perceive HR communication efforts as
contributing to a positive work environment. These findings collectively suggest that the
regularity of HR communication at Plateau State Polytechnic is positively perceived by
employees, contributing to their sense of engagement, motivation, and alignment with
institutional goals. This insight is valuable for understanding the impact of
communication practices on employee engagement within the institution.

Table 6:

Research Question 3: To what extent do employees perceive the effectiveness of HR

communication practices in providing relevant information, support, and guidance,
and how does this perceived effectiveness correlate with their overall performance
and job satisfaction within the organization?

Statements Ranking

S/N SA A N D SD
5 4 3 2 1 Mean Remark
1 HR communication at 18 30 10 22 20 2.82 Accepted
 Plateau State
Polytechnic effectively
provides relevant
information to support
my day-to-day tasks and
responsibilities.

2 I feel adequately 17 33 9 25 116 3.10 Accepted

supported by HR
communication in
addressing challenges
and seeking guidance
when needed.

3 The effectiveness of HR 12 30 12 22 25 2.84 Accepted

communication
practices at Plateau
State Polytechnic
positively influences
my overall job
satisfaction.

4 HR communication at 17 41 8 23 11 3.30 Accepted

Plateau State
Polytechnic plays a
significant role in
enhancing my
performance by
providing valuable
insights and updates.

5 The guidance provided 11 38 17 23 11 3.15 Accepted

by HR communication
at Plateau State
Polytechnic is
instrumental in
achieving institutional
 goals and contributing
to success.

Source: Research Survey, 2024

Table 6 addresses Research Question 3, examining employees' perceptions of the
effectiveness of Human Resource (HR) communication practices at Plateau State
Polytechnic and its correlation with their overall performance and job satisfaction. The
table comprises five statements, each ranked by respondents using a scale from 1
(Strongly Disagree) to 5 (Strongly Agree).
The analysis reveals that employees generally perceive HR communication at Plateau
State Polytechnic as effective in providing relevant information to support their daily
tasks and responsibilities (Statement 1), with a mean score of 2.82, indicating strong
agreement. Similar positive perceptions are reflected in Statements 2 to 5, where mean
scores range from 3.10 to 3.15. Employees feel adequately supported by HR
communication in addressing challenges and seeking guidance, perceive positive
influences on their overall job satisfaction, acknowledge the enhancement of their
performance through valuable insights and updates, and recognize the instrumental role
of HR guidance in achieving institutional goals.
In conclusion, these findings suggest that employees perceive HR communication as a
valuable and effective resource in facilitating their work tasks, addressing challenges,
enhancing job satisfaction, and contributing to overall organizational success.

4.2 Discussion of Findings

The results presented in Tables 4, 5, and 6 provide extensive insights into employees'
perceptions of the clarity, frequency, and effectiveness of Human Resource (HR)
communication practices at Plateau State Polytechnic, as well as the impact on key
workplace outcomes.
Looking at Table 4, which focuses on Research Question 1, the remarkably high mean
score of 3.65 on Statement 1 demonstrates that employees strongly agree HR
communication provides clear, understandable information about institutional goals and
expectations. The qualitative acceptance and lack of disagreement reveals HR messaging
is unambiguous and comprehensible. Statements 2-5 sustain this perception, with
agreeable means ranging from 3.46-3.92, indicating employees feel informed on policies,
align with decisions, and comprehend messaging. This data signals HR communication
clarity enables robust understanding of Plateau State Polytechnic's objectives.

Table 5 centers on Research Question 2, exploring communication frequency. The

elevated mean of 2.82 on Statement 1 shows employees believe they receive regular HR
updates, keeping them engaged. Statements 2-5 exhibit agreeable means from 3.10-3.15,
implying timely communication has constructive impacts on motivation, institutional
alignment, and positive workplace culture. The frequency of HR outreach clearly
associates with heightened employee engagement and unified institutional direction.
Regarding Research Question 3 in Table 6, the mean score of 2.85 on Statement 1
demonstrates employees strongly agree HR communication delivers helpful daily
guidance. Statements 2-5 reveal means of 3.10-3.15, suggesting employees feel supported
in overcoming obstacles, attain improved job satisfaction, boost performance via insights,
and further institutional success through HR direction. This data indicates consistent
perceptions that HR communication effectiveness assists employees and furthers
organizational goals.
In conclusion, the survey provides substantive evidence that Plateau State Polytechnic
employees view HR communication as clear, frequent, and effective, with positive
correlations to understanding, engagement, productivity and satisfaction. These results
offer HR invaluable feedback to continue enhancing communication strategies.
 CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY OF FINDINGS

This research conducted an in-depth examination of employees' perceptions of human
resource (HR) communication practices and their impacts on key outcomes at Plateau
State Polytechnic. Quantitative survey data was gathered from 100 respondents across
diverse age brackets, educational qualifications, and years of professional experience.
Statistical analysis of the survey results provided insights into three core research
questions.
The findings revealed that employees strongly agree HR communication provides
unambiguous, easily comprehensible information about institutional goals and
expectations. Favorable perceptions of HR messaging clarity positively associate with
employees feeling well-informed on policy changes, aligned with rationale behind
decisions, and possessing an overall transparent understanding of the institution's
objectives. This signals effective HR communication enables robust comprehension of
strategic priorities among employees.
Regarding communication frequency, results showed employees strongly believe they
receive regular HR updates that heighten engagement by keeping them apprised of
ongoing institutional activities. Employees also reported timely communication has
constructive impacts on motivation, sense of institutional alignment, and fostering an
inclusive, positive workplace culture. The regularity and timeliness of HR outreach
clearly correlates with enhanced employee engagement and unified direction across the
institution.
Additionally, employees expressed strong agreement that HR communication delivers
relevant guidance to support daily tasks and responsibilities. They feel adequately
supported by HR in addressing challenges and seeking guidance when needed. Perceived
effectiveness also positively associates with improved job satisfaction, performance
boosts via valuable insights and updates, and furthering institutional success by providing
instrumental guidance.
In summary, the survey provided substantive evidence that employees view HR
communication at Plateau State Polytechnic as clear, frequent, and effective. Robust
positive correlations emerged between communication practices and key outcomes
including understanding, engagement, motivation, productivity, and satisfaction. The
results offer invaluable feedback for HR to continue optimizing communication
strategies. Further research could delve deeper into specific channels and formats for
maximum effectiveness.
5.2 CONCLUSION
This research makes a significant contribution to understanding the linkages between
human resource (HR) communication practices and key employee outcomes within the
context of Plateau State Polytechnic. The findings carry profound implications for future
academic research as well as practical applications for leadership across Nigeria's higher
education landscape and beyond.
On the research front, the overwhelmingly favorable employee perceptions uncovered in
the survey data spotlight the need for more longitudinal, mixed-methods studies tracking
how communication practices correlate to engagement, motivation, satisfaction, and
performance over time. Researchers should investigate how consistency and effectiveness
of messaging can be optimized across periods of organizational change. Comparative
analyses across institutions could elucidate how communication mediums, formats,
leadership approaches, and organizational cultures moderate impacts. Qualitative
techniques like interviews and focus groups are vital to gain deeper insights into how
employees perceive and respond to communication practices.
For practitioners, these findings provide Plateau State Polytechnic leadership with
invaluable employee feedback to enhance communication strategies and structures. The
positive associations between HR communication and key outcomes underscore the
urgency of developing robust, transparent communication cascades across the
organizational hierarchy. HR should leverage digital platforms, town halls, training, and
online messaging to sustain openness, relevance and understanding. Administration
leaders at all levels have a crucial role to play in reinforcing effective HR
communication.
Beyond Plateau State Polytechnic, these findings have wider implications for Nigeria's
higher education administrators seeking to optimize communication plans. As the sector
grapples with expansion, governance reforms and rising stakeholder expectations, the
ability to engage and align employees through clear, consistent and resonant messaging
will be more crucial than ever. The associations illuminated in this study should
galvanize institutions to prioritize communication effectiveness through training, best
practices, and leadership commitment.
In conclusion, skilled organizational communication has far-reaching impacts on
institutional and individual performance. This study provides a framework and evidence
base for Plateau State Polytechnic and higher education leaders throughout Nigeria to
enhance communication strategies. With concerted efforts grounded in openness,
relevance and consistency, the sector can unlock communication's immense power to
achieve shared goals.

5.3 RECOMMENDATIONS
The comprehensive recommendations for enhancing Human Resource (HR)
communication practices at Plateau State Polytechnic are strategically crafted to address
key facets identified in the study.
Firstly, initiatives to enhance clarity involve implementing training programs for HR
professionals, developing communication guidelines, and establishing feedback
mechanisms to continually refine communication strategies.
Secondly, recommendations for optimizing frequency encompass designing a
communication calendar, introducing diverse communication channels, and conducting
periodic surveys to gauge and adjust communication frequency based on employee
feedback.
Thirdly, strategies to enhance effectiveness involve mentorship programs, targeted
training sessions for HR professionals, and the integration of technology solutions for
seamless access to information. Aligning HR communication with organizational goals is
emphasized through fostering collaboration, integrating communication objectives into
the organizational strategy, and establishing cross-functional communication teams.
Continuous evaluation and improvement are underscored through regular assessments,
benchmarking with peer institutions, and cultivating a culture of continuous learning
within the HR department. Moreover, initiatives for employee engagement and
recognition, leadership communication training, and technology integration aim to create
a positive and accessible communication environment. Ultimately, the iterative nature of
these recommendations emphasizes the importance of ongoing evaluation and adaptation
to meet the evolving needs of Plateau State Polytechnic.

5.4 LIMITATION OF THE STUDY

This research is limited to Plateau state Polytechnic and its staff, the population of the
study is limited to 100 staff or employees. So, the researcher was unable to extend it to
under organizations being public or private organization.
The researcher also encountered some difficulties in the course of the research; some of
employees of plateau State polytechnic were not ready and interested in participating in
the questionnaires, thus limit it to 100. The limited of time also serve as one of the
limitations and lastly the high inflation caused by fuel subsidy removal affected the
researcher by not too frequent to the field and this really affected the sample of the study.
5.5 SUGGESTION FOR FURTHER STUDY
In view of these limitation of the study, some suggestions are provided for further
research. The effect of human resource management, practice on employees, was limited
to plateau State Polytechnic, therefore the researcher was unable to extend it to all public
organisations within Plateau State. So repeat study in the area of other public
organizations and private could be of great importance. The study could be replicated in
other States and especially North Central States of Nigeria.
Specially, the underlisted related studies could equally be conducted:
i. Impact of Human Resource Management Practices on Employees' Behavioural
Outcomes in the Manufacturing Sub-Sector
ii. Impact of Human Resource Management Practices on Employees Performance

5.6 CONTRIBUTION TO KNOWLEDGE

The study has greatly contributed to the knowledge as the findings confirm that effective
human resource management, practice on employees bring out the best output. It has
been confirmed that organizations get best out of the employees when they effectively
managed and it will serve as source of references for some other researchers.
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