Interplay of Management Communication Pattern and Organizational Commitment: Implication on Selected Research Institutes in Southwestern Nigeria

Abstract

The study examined the relationship between management communication patterns and organizational commitment in three selected research institutes in Southwestern Nigeria. Multi-stage random sampling technique was used to select 198 (15%) respondents from 1,344 employees from the three organizations. Structured questionnaires with a Cronbach Alpha coefficient of 0.79 was used to collect data on the socioeconomic characteristics of the respondents. Pearson Correlation, linear regression and analysis of variance were used to test the hypotheses. Results revealed that the trends of communication patterns in the study organizations were horizontal (x-=3.87) followed by upward (x=3.31), downward (x=3.16), and diagonal communication patterns (x. The most constraints to the communication process were status difference (x= 3.53),poor listening skills (x=3.48) and information overload (x=3.41). Employees were normatively (x=3.43) committed to the organization followed by continuance commitment (x=3.21) and affective commitment (x=3.19). In the tested hypotheses, the results of correlation analysis revealed a significant but negative relationship between family size (r=-0.20, p), the pattern of organizational communication (r=0.00p; and employees' commitment to the organization. Analysis of Variance (ANOVA) revealed a significant difference (F=0.65) in the pattern of communication operated in different institutes selected for this study, with the specific valves of NIHORT (x=67.62), FRIN (x=66.19 and IAR&T (65.99) respectively. It is concluded that patterns such as horizontal, upward, and downward communication in the study institutes have enhanced the commitment of the employees to their respective institutes. The organization is therefore recommended to improve on the diagonal pattern of communication to improve task-related and periodic report processes in various departments. Lastly, the organization should rectify constraints to the communication process like status differences, employees’ poor listening skills, inadequate trust, and information overload.