Abstract
This study is designed to examine the relationship between effective communication and Organizational resilience, in some selected commercial banks in Port Harcourt, Rivers state. In course of carrying out the work, the primary and secondary source of data methods were adopted. The primary has to do with structured and unstructured questionnaires, personal interviews, and observations; while the secondary data were sourced from text books, journals, interviews, internet materials, corporate magazines etc. The target population of the study includes staff of the three studied commercial banks of which a sample size of eighty three (83) respondents were drawn from using the Yaro Yemen formula.; ttabltd, = 1.232 and tcaltd = 4.244 T-test and Pearson correlation statistical method were adopted in the course of determining the relationship between effective communication and organizational resilience and also to evaluate the relationship between staff retention and organizational resilience. In our findings, it was revealed that effective communication do greatly influence organizational resilience in commercial banks. It was also revealed that employee participation in decision making influences organizational resilience. Therefore it is recommended that corporate organizations should as a matter of strategic options establish innovative policies that will encourage strong communication and innovative ideas that will enhance effective corporate resilience ,management in their organizations.
TABLE OF CONTENTS
Abstract 1
TABLE OF CONTENTS 1
LIST OF TABLES 5
CHAPTER ONE 6
INTRODUCTION 6
1.1 BACKGROUND OF THE STUDY 6
1.2 STATEMENT OF THE PROBLEM. 8
1.3 OBJECTIVE S OF THE STUDY. 9
1.4 SIGNIFICANCE OF THE STUDY 10
1.5 RESEARCH QUESTIONS 11
1.6 STATEMENT OF HYPOTHESES. 11
1.7 SCOPE AND DELIMITATIONS OF THE STUDY 12
1.8 LIMITATIONS OF THE STUDY 13
1.9 DEFINITION OF TERMS 13
CHAPTER TWO 15
2.0 REVIEW OF LITERATURES 15
2.1 CONCEPTUAL FRAMEWORK 15
2.1.1 An Overview Of Organizational Resilience 16
2.1.3 Employee Participation In Decision-Making 18
2.1.4 Learning From Experiences 19
2.1.5 Adaptability. 20
2.1.6 STAFF RETENTION 23
2.1.7 Effective Communication 25
2.2 Theoretical Framework 29
2.3 Dimensions’ OF Employee Voice 35
CHAPTER THREE 40
RESEARCH METHODOLOGY. 40
3.1 Research Design 40
3.2 Population Of The Study. 41
3.5 Sources Of Data 42
3.6 DATA ANALYSIS. 43
3.7 RELIABILITY AND VALIDITY. 43
CHAPTER FOUR 46
DATA PRESENTATIONS AND ANALYSIS 46
4.1 Data Presentation 46
4.3.1 Testing of Hypothesis. 55
The following hypotheses were selected and tested in line with the objectives of the study. 55
4.3.2 Presentation Of Responses to The Questionnaires 56
CHAPTER FIVE 61
DISCUSSION OF FINDINGS 61
5.1 DISCUSSIONS 61
CHAPTER SIX 64
6.0 SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS. 64
6.1 SUMMARYS 64
6.2 CONCLUSIONS. 65
6.3 RECOMMENDATIONS. 66
REFERENCES 68
APPENDICES 71
APPENDIX A 71
Appeal For Response To Project Questionnaire 71
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY.
Employees’ voice improves communication and encourages staff retention through fair treatment. Despite the numerous benefits of employee voice and why it should be encouraged organizations still resilient. This is not the case in many organizations in the public or private sector. Though, it is a topic that has brought about a lot of controversies in contemporary organizations where employees voice and performances are not encouraged. Many researchers believe that one of the main contributing factors leading to low productivity in a number of organizations is where management ignores the voice or suggestions made by employees. In the last quarter century, there has been a dramatic shift in the forms of employee voice used in private or public workplaces worldwide with non-union voice growing at the expense of union voice. From the words of Boxall and Purcell (2003), employee voice is the term increasingly used to cover a whole variety of processes and structures which enable and sometimes empower employees, to directly and indirectly contribute to decision making in the firms. This definition actually supports the views of Millward et al (2000) who sees employee voice as the ability of employees to influence the actions of the employer. Employee participation is crucial in improving organizational performance since many motivational writers see it as a form of intrinsic motivation to enhance employees’ performance (Salamon 2000). Employees’ voice improves communication and encourages staff retention through fair treatment. Despite the numerous benefits of employee voice and why it should be encouraged, this is not the case in many organizations in the public or private sector. It has been noted that productivity in many organizations has gone down considerably because employees are not allowed to air their views on issues concerning the organization. This has greatly affected the performance and productivity of such organizations. Employees are at risk of losing their jobs when they air their views at the workplace so they will rather be silent to the detriment of their companies. Employees may as a result, withhold information that might be useful to the organization which can lead to dissatisfaction among employees which manifests itself in absenteeism and turnover and perhaps other undesired behaviors.
Resilience is conceptualized as a response in circumstances where an individual: 1) has been exposed to subjectively significant threat, risk or harm; 2) adapts positively; and 3) does not lose normal functioning (Bonanno 2004). According to Youssef and Luthans (2007), resilient individuals react to adverse circumstances by recognizing and acknowledging the impact, and investing the time, energy and resources needed to ‘bounce back’ to equilibrium. Further, resilience allows the individual to use setbacks as ‘springboards’ (Youssef and Luthans 2007, 780), or opportunities to grow. Relatedly, Luthans et al. (2008) suggest that resilience plays a significant role in managing ‘positive stress’ and that resilience might be characterized as a coping response to both adverse and positive events, such as a promotion or new work responsibilities. The notion of psychological capital implies a sequencing of efforts to promote resilience and the results of those efforts: the initial efforts can be viewed as investments, with returns accruing in the future, akin to investments in and returns to human capital. Luthans et al. (2006) label relevant resilience practices as ‘proactive’ such that, for example, organizations investing in human resource management (HRM) like training, staffing, recruitment etc practices to enhance psychological capital (and particularly resilience) prior to the GFC should have reaped the rewards of those investments during the GFC. Luthans et al. (2006) also identify ‘reactive’ practices that promote resilience. An example of a reactive resilience-enhancing HRM practice might involve employee voice programs and grief counseling for the loss of a loved one, which is of no obvious value if provided years in advance of the relevant event.
1.2 STATEMENT OF THE PROBLEM.
The immense contributions of employee voice in corporate firms has significantly been a great concern to management of most commercial banks over the years. As researchers continue to view and study the various ingredients and factors that can foster employee voice and organizational resilience in commercial banks particularly. This concept so far, cannot be over emphasized as it borders on employing vital strategies which could enhance active performance of the organization in terms of staff retention, effective communication, profitability, and employee participations etc. Empirical study has shown that there has been identify if there has been positive relationship existing between employee participation and adaptability, to organizational resilience which help to know whether employee participation in decision making influences organizational resilience.
More so, it is to know if the practice can improve staff retention and profitability expansion which can in a long run solve problems of poor productivity, and general organizational performance.
Subsequently, in spite of these plethora of study results, most contemporary organizations have not seen to abreast themselves to the contents of these findings as to be able to work themselves out of the challenges of organizational resilience. It is against these backgrounds that this study is designed to evaluate the impact of employee voice and organizational resilience.
1.3 OBJECTIVE S OF THE STUDY.
The main objective of this study is to examine the relationship between Employee voice and Organizational resilience. Other specific objectives of the study includes;
To determine the relationship between effective communication and organizational resilience
To determine the relationship between staff retention and organizational resilience
To determine the relationship between employee participation in decision making and organizational resilience.
To examine the influence of culture on the relationship between employees voice and organizational resilience .
1.4 SIGNIFICANCE OF THE STUDY
The research study is designed to benefit the society and the respective corporate organizations, particularly the commercial banks within the state. Through active practices of resilience in the organization, staff retention, decision making and active communication between the employees in the can always be realized. In the banking sector, as well as other organizations will see the research study more useful in controlling the productiveness and adaptative behavior of the organizations.
An added benefit of employee resilience concerns the positive spillover effects – resilient employees will also be better equipped to handle challenges outside or work, and by facilitating employee resilience, organisations can support community resilience. We integrate employee-level information with specific organisational initiatives to create a deeper understanding of whether the processes currently in place effectively support resilience among employees. In addition, we identify areas of intervention to address and facilitate employee resilience. The goal of our research and collaboration with practitioner is to contribute to resilient employees, who are healthy and active contributors in their organisation, as well as in their community. Resilience in organizations and among employees is relevant in any context which introduces challenges and change, and transcends a post-disaster context. We therefore couple rigorous scientific methodologies with practitioner expertise to encourage organizations to capitalize on employee resilience, and guide the process of increasing organizational resilience and performance through staff capabilities.
1.5 RESEARCH QUESTIONS
In other to achieve the objectives of this study, the following research questions are employed to guide the researcher.
(1) To what extent does effective communication influence organizational resilience?
(2) To what extent does staff retention influence organizational resilience?
(3) To what extent does employee participation in decision making influence organizational resilience?
(4) To what extent does organizational culture influence the relationship between employee voice and organizational resilience?
(5) To what extent does employee’s voice and communication enhance organizational growth and profitability?
1.6 STATEMENT OF HYPOTHESES.
The following hypotheses were stated to guide the process of the research study;
HO1: There is no significant relationship between effective communication and adaptability.
HO1 : there is no significant relationship between staff retention and adaptability.
Ho3: There is no significant relationship between employee participation and adaptability .
HO4: There is no significant relationship between effective communication and learning from experiences
HO5 : There is no significant relationship between staff retention and learning from experiences
HO6: There is no significant relationship between employee participation in decision making and learning from experiences .
HO7 : There is no significant relationship between effective communication and profitability expansion.
HO8 : There is no significant relationship between staff retention and learning from experiences
HO9: There is no significant relationship between employee participation in decision making and profitability expansion.
1.7 SCOPE AND DELIMITATIONS OF THE STUDY
The concept of these study spines within the knowledge of adaptability and the practice of learning from past experiences to effect organizational resilience in business firms or organizations. More so, participatory role of the employees in decision making is also a strategic measure for employee voice. This research study is carried out specifically among selected commercial banks within Port Harcourt (Rivers state) to explicitly explore the relationship between effective communication and organizational resilience, as well as other variables affecting employee voice and organizational resilience in the banking sector. For an optimum result to be achieved from the findings, it would be necessary to utilize the Pearson correlation test statistic to determine the relationship between the variables under study.
1.8 LIMITATIONS OF THE STUDY
The conduct of this research study has been so far affected by various limitations which hampered the process of the research to a great extent. Although the research was prepared carefully, but the period of time is not sufficient for the researcher to observe large respondents from the different branches of selected commercial banks within Port Harcourt in Rivers state. The research study is further been limited to studying only commercial banks in Port Harcourt, not in Nigeria entirely. It would be best if it was done in a longer period of time on large geographical area and with fewer burdens of other subject’s projects and protocols (policies). Some other limitations to the research also includes:
1) Lack of cooperation by some respondents to the questionnaire.
2) Lack of knowledge of some respondents to the questionnaire.etc.
1.9 DEFINITION OF TERMS
Employee voice: Employee voice refers to the participation of employees in influencing organizational decision making, (Wikipedia 2011).
Voice: This the relative action and say of an individual or employee in the organization toward the functions and activities carried out in the organization, (research study, 2017).
Resilience : The Employee Resilience Research group defines employee resilience as an ability to thrive in a changing environment. This ability is facilitated by the organisational context, including leadership and organisational culture. This means that organisations play a key role in how well their employees are able to adjust and perform under pressure.
Effective communication: When the communication is clear, complete, concise, correct and fully understood by the recipient, it is known as ‘Effective – Communication’
Organizational Culture: This is the general social characteristics and business activities that are developed or practiced in corporate organizations to realize basic organizational objectives.
Employee participations: This is a practice by which employees or individuals in an organization actively participate in the daily activities of an organization to yield the financial and administrative strength of a firm or organization.
Organizational Adaptability: Organizational adaptability refers to modifications and alterations in the organization or its components in order to adjust to changes in the external environment. Its purpose is to restore equilibrium to an imbalanced condition.
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