role of communication in enhancing organizational
TRANSCRIPT
ROLE OF COMMUNICATION IN ENHANCING
ORGANIZATIONAL PERFORMANCE IN PUBLIC SECTOR:
A CASE STUDY OF MINISTRY OF HOME AFFAIRS –
IMMIGRATION DEPARTMENT ZANZIBAR
2
ROLE OF COMMUNICATION IN ENHANCING
ORGANIZATIONAL PERFORMANCE IN PUBLIC SECTOR:
A CASE STUDY OF MINISTRY OF HOME AFFAIRS –
IMMIGRATION DEPRTMENT ZANZIBAR
By
Saleh Abbas Moh’d
Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of
Master of Science in Human Resource Management of Mzumbe University
2015
i
CERTIFICATION
The undersigned certify that, we have read and hereby recommend for acceptance by the
Mzumbe University, a dissertation entitled, “Role of communication in enhancing
organizational performance in Public sector”: A case of Ministry of Home Affairs
Immigration Department Head Office Zanzibar, in partial fulfillment of the
requirements for the Master degree in Human Resource Management of the Mzumbe
University.
__________________________
Major Supervisor
__________________________
Internal Examiner
__________________________
External Examiner
Accepted for the Board of School of Public Administration and Management
Signature___________________________________
Dean of School of Public Administration and Management
ii
DECLARATION AND COPY RIGHT
I, Saleh Abbas Moh’d, hereby declare that this dissertation submitted for the award of
the degree of Master in Human Resource Management at the University of Mzumbe is
my own original work and that it has not been presented and will not be presented to any
university for a similar or any other degree award. This dissertation contains no
materials previously written and/or published by another person, unless otherwise noted.
Signature ________________________
Date ________________________
©
This dissertation is a copyright material protected under Berne Convention, the
Copyright Act 1999 and other international and national enactments, in that behalf, on
intellectual property. It may not be reproduced by any means in full or in part, except for
short extracts in fair dealings, for research or private study, critical scholarly review or
discourse with an acknowledgement, without the written permission of Mzumbe
University, on behalf of the author.
iii
ACKNOWLEDGEMENT
I do in advance thank ALLAH for giving me power and energy to complete my work as
effectively as possible.
At the outset may I take this opportunity to express my deepest thanks to Almighty God
who enabled me to pursue this course. Also special gratitude goes to the management of
Mzumbe University (MU) for selecting me to join this crucial program. I would like to
express my thanks to Immigration Department, for giving me a strong support in my
studies especially financial support.
Special thanks to Madam Gellejah, S. retired senior lecturer (SOPAM) who advised me
in research topic and sincere gratitude goes to my supervisor Mr. Gervas Kolola in his
tireless support, efforts and guidance on this dissertation.
Thanks to all my lectures and administrators at Mzumbe University for their support and
the librarians of Mzumbe University for provision of valuable literature. Thanks to my
classmates who assisted me in writing up this dissertation. Lastly May God blesses you
all.
Also special thanks go to my boss DCIS. Msim M. Toufiq and my best friends Jamal M.
Vuai, Mvita A.Yussuf, Hassan S. Ameir, Vuai A. Juma Juma M. Kombo, Mrs. Zuhura
A. Juma, and Hafidh H Bhai I appreciate very much their moral support, encouragement
and advice during the time of the studies.
iv
DEDICATION
I dedicate this dissertation document to my lovely Mother Fatma Simai Haji, my futher
Abbas Mohamed Othman, my wives Nasra A. Abdalla and Khadija F. Juma, my sons
Yasir S.Abbas and Abbas S. Abbas, my daughters Yusra S.Abbas and Fatma S. Abbas
who had been struggling alone during my studies.
v
ABBREVIATIONS/ACRONYMS
DCIS Deputy Commissioner of Immigration Services
HO Head Office
ICT Information Communication Technology
IDZ Immigration department Zanzibar
SPSS Statistical Package for Social Science
URT United Republic of Tanzania
vi
ABSTRACT
The study examined the role of communication in enhancing organizational performance
in the public sector taking Immigration Department Zanzibar as a case study. The study
specifically intended to identify types of communication applied by Immigration
Zanzibar, the roles of communication therewith and effectiveness of communication in
enhancing the performance of the organization in controlling organization functions.
The study involved the use of case study design in which a sample size of 54
respondents was selected by using purposive and random sampling techniques. Data
were collected through questionnaires, interview and documentary review. The analysis
of data generally based on qualitative approach with absorption of quantitative approach
for some of data that required quantifiable justification.
The study reflected directly to Immigration Department Zanzibar Head Office and its
findings revealed that Communication has connection with task oriented role in the
immigration department since all activities of the organization need communication and
this showed that there is connection between task performance and communication.
However information and communication roles were identified as prerequisite role that
cannot be isolated and have great contribution in the provision of services and
production respectively. Also the findings revealed that communication was not related
to specific purpose to which it has been sensitized by government by placing customer
focus - with respect to client standard charter rather it based on management desire to
increase revenue collection as they consider performance of an organization in terms
financial basis.
Additionally, the study recommended that the ways of improving communication should
include handling customer complaints, frequent training on the importance of
communication and customer care, implementation of e government and e services, and
monitoring and evaluation of organization functions.
vii
TABLE OF CONTENTS
CERTIFICATION ....................................................................................................... i
DECLARATION AND COPY RIGHT...................................................................... ii
ACKNOWLEDGEMENT ......................................................................................... iii
DEDICATION ............................................................................................................ iv
ABBREVIATIONS/ACRONYMS .............................................................................. v
ABSTRACT ................................................................................................................ vi
TABLE OF CONTENTS .......................................................................................... vii
LIST OF TABLES ...................................................................................................... xi
LIST OF FIGURES .................................................................................................. xii
CHAPTER ONE .......................................................................................................... 1
1.1 Introduction .............................................................................................................. 1
1.2 Background of the Study .......................................................................................... 1
1.3 Statement of the Problem ......................................................................................... 3
1.4 Objectives of the Study ............................................................................................ 4
1.4.1 General objective of the study ............................................................................... 4
1.4.2 Specific objectives of the study ............................................................................. 4
1.5 Research Questions .................................................................................................. 4
1.6 Justification of the Study .......................................................................................... 5
1.7 Scope of the Study ................................................................................................... 5
1.8 Limitations of the Study ........................................................................................... 5
1.9 Chapter Summary .................................................................................................... 6
CHAPTER TWO ......................................................................................................... 7
LITERATURE REVIEW ............................................................................................ 7
2.1 Introduction .............................................................................................................. 7
2.2 Theoretical literature review ..................................................................................... 7
2.3 Definitions of the Terms ........................................................................................... 7
2.3.1 Communication ..................................................................................................... 7
2.3.1.1 Importance of Communication ........................................................................... 9
2.3.1.2 The roles of communication ............................................................................. 10
viii
2.3.1.3 Types of Communication ................................................................................. 10
2.3.2 Organization ........................................................................................................ 11
2.3.3 Performance ........................................................................................................ 11
2.3.4 Organizational Performance ................................................................................ 12
2.3.4.1 Measures of organizational performance........................................................... 12
2.3.4.2 Need for Organizational Performance ............................................................... 13
2.4 The Role of Communication on Organizational Performance ................................. 13
2.5 Communication Flow in Organization .................................................................... 14
2.5.1 Downward communication flows ........................................................................ 14
2.5.2 Upward communication flow .............................................................................. 15
2.5.3 Crosswise communication flow ........................................................................... 15
2.5.4 Informal communication flow ............................................................................. 16
2.6 External Organizational Communication ................................................................ 16
2.7 Functions of Communication in Organization ........................................................ 16
2.8 Improving Effective Communication...................................................................... 17
2.9 Consequences of Ineffective Communication ......................................................... 20
2.10 Communicative Customer Service ........................................................................ 22
2.11 Theories of communication .................................................................................. 22
2.12 Empirical Literature Review ................................................................................. 23
2.13 Knowledge Gap.................................................................................................... 24
2.14 Conceptual Framework ........................................................................................ 25
CHAPTER THREE ................................................................................................... 27
RESEARCH METHODOLOGY .............................................................................. 27
3.1 Introduction ............................................................................................................ 27
3.2 Research design ..................................................................................................... 27
3.3 Area of the Study ................................................................................................... 28
3.4 Population of the Study .......................................................................................... 28
3.5 The study Sample and sampling procedures ........................................................... 29
3.5.1 Sample size ......................................................................................................... 29
3.5.2 Sampling procedures or techniques...................................................................... 29
3.5.2.1 Simple Random Sampling ................................................................................ 30
ix
3.5.2.2 Purposive sampling .......................................................................................... 31
3.6 Data Collection Methods and Research Instrument ................................................. 32
3.6.1 Interview ............................................................................................................. 32
3.6.2 Questionnaire ...................................................................................................... 33
3.6.3 Documentary Reviews......................................................................................... 34
3.7 Methods of Data Analysis and Processing .............................................................. 34
3.8 Ethical consideration .............................................................................................. 35
CHAPTER FOUR ...................................................................................................... 36
DATA PRESENTATION, ANALYSIS AND DISCUSSION ................................... 36
4.1 Introduction ............................................................................................................ 36
4.2 Profile of the Respondents ...................................................................................... 36
4.2.1 Sex Distribution of the Respondents .................................................................... 36
4.2.2 Age Group of Respondents .................................................................................. 37
4.2.3 Working Position of respondents ......................................................................... 38
4.2.4 Working Position of other respondents ................................................................ 38
4.2.5 Working Experience ............................................................................................ 39
4.2.6 Education Qualification ....................................................................................... 39
4.2.6.1 Level of Education of other Respondents (FIs) ................................................. 40
4.3 Types of communication applied by Immigration Department during Provision of
Services ....................................................................................................................... 40
4.3.1 Formal communication ........................................................................................ 41
4.3.2 Informal communication ..................................................................................... 41
4.3.3 Verbal, Non verbal and Signal ............................................................................. 42
4.3.4 Upward communication ...................................................................................... 42
4.3.5 Downward communication .................................................................................. 42
4.3.6 Horizontal communication .................................................................................. 42
4.4 The roles of communication on Organizational Performance .................................. 43
4.4.1 Information and communication role ................................................................... 44
4.4.2 Planning and Decision making role ..................................................................... 44
4.4.3 Task oriented role ................................................................................................ 45
4.5 The effectiveness of communication in enhancing performance of IDZ .................. 47
x
4.5.1 Feed backing ....................................................................................................... 47
4.5.2 Organization Adherence to Employees‟ Commitment ......................................... 48
4.5.3 Ethical behaviour of employees in Services Provision ......................................... 49
CHAPTER FIVE ....................................................................................................... 52
SUMMARY, CONCLUSION AND RECOMMENDATIONS ................................ 52
5.1 Introduction ............................................................................................................ 52
5.2 Summary of the Findings ....................................................................................... 52
5.2.1 Types of Communication applied by Immigration Department ............................ 52
5.2.2 The Roles of Communication on Organization Performance ................................ 52
5.2.3 The Effectiveness of Communication in Enhancing Performance of Immigration
Department .................................................................................................................. 53
5.3 Conclusion ............................................................................................................. 53
5.4 Recommendations .................................................................................................. 53
REFERENCES .......................................................................................................... 55
APPENDICES ............................................................................................................ 61
xi
LIST OF TABLES
Table 3.1: The Table Result of Random Sample Size of the Respondents ..................... 31
Table 3.2: Purposive sampling of the Respondents ....................................................... 32
Table 4.1: Sex of Respondents ..................................................................................... 37
Table 4.2: Age Group of Respondents .......................................................................... 38
Table 4.3: Duration of employment .............................................................................. 39
Table 4.4: Level of Education of the respondents ......................................................... 39
Table 4.5: Level of Education of (FIs) .......................................................................... 40
Table 4.6: Types of communication ............................................................................. 43
Table 4.7: Roles of communication .............................................................................. 44
Table 4.8: Subordinates Cadre Responses .................................................................... 46
Table 4.9: Superior Cadre Responses ........................................................................... 46
Table 4.10: Foreign Investors Responses ...................................................................... 46
Table 4.11: Means of receiving feedback to subordinates ............................................. 48
Table 4.12: Organization Adherence to Employees‟ Commitment ................................ 49
Table 4.13: Ethical behavior of Immigration Staff ........................................................ 49
Table 4.14: Employees' ethics in delivering services ................................................... 50
Table 4.15: Employees' ethics enhance productivity of the organization ....................... 51
xii
LIST OF FIGURES
Figure 2.1: Conceptual Framework .............................................................................. 25
Figure 4.1: Occupational status .................................................................................... 38
Figure 4.2: Ethical behavior of Staff ............................................................................. 50
1
CHAPTER ONE
1.1 Introduction
This chapter describes the background of the problem, statement of the problem, general
objective and specific objectives, research questions, justification of the study or the
significance of the study scope of the study, limitation of the study and finally chapter
summary.
1.2 Background of the Study
Human communication has always been central to organization action (Yates and
Orilkowski, 1992). Communication has existed in various forms from the very
beginning of the civilization on Earth. The most well known form of primitive
communication is cave paintings. Written language developed when man settled into
agrarian communities. Change in living style of man from hunting based to an
agriculture dependent society took place roughly 9000 years ago. Writing became
important as man recognized the need to keep records of property and agriculture based
trade (Sheoran, 2012).
Every organization exists to be successful in achieving its vision, mission, values and
strategy. Clearly, organizations that communicate more effectively have more successful
projects. Findings show that high performers are more effective communicators (Project
Management Institute 2013). Organizations must develop a communication style that
resonates with its employees.
Organizations today, in an effort to change and be competitive, must not only consider
different leadership styles, but must ultimately adopt a style that will aid in effective
communication allowing for organizational and employee success (Martinez, 2012).
Communication and shared understandings play an important role in the implementation
process. In particular, when vertical communication is frequent, strategic consensus
(shared understanding about strategic priorities) is enhanced and an organizations
performance improves. They explore vertical communication linkages as a means by
which strategic consensus and performance can be enhanced (Rapert et al. 2002).
2
The issue of communication is very challenging all over the world to the extent that
various studies had been conducted to keep in place its role and importance towards the
employees and organization respectively. For example the research conducted in Central
and Eastern Europe by Organization for Economic Corporation and Development
(Boyaci at el. 1996) reveals that the flow of information from government information
offices is too slow. Also collide has been associated with a typical habit of lower ranking
or local public servants to seek out head of department to answer the questions and
provide information.
In Africa, communication towards organizational performance is also challenging
subject. The study conducted by (Traber, 1989) reveals that „a lot of decisions in
communication and communication technologies are political because there is a lot of
political use in.‟
The collapse of East African Community (1977) has been associated with
communication failure among partner states, lack of common language which would
organize East African countries to focus on the progress of their organization instead of
considering the success of each country as an individual.
Tanzania in particular, several cases had been reported relating to communication
network and its serious impact to the nation. One among critical incidents is the question
of Operation of Kick Poaching (2013) whereby communication breakdown resulted into
ineffective and inefficient performance of government mission.„The lack of guidance on
the provision of information which led to the relevant authorities Government denials of
essential information implementation of the operation‟
Communication in both public and private Sectors is an important tool for planning,
organizing, directing, controlling and staffing. Communication in an organization is
essential to any kind of organization, whether public or private and information plays a
crucial role in effective communication. As a tool of management, communication is
“the central means by which individual activity is coordinated to devise, disseminate,
and pursue organizational goals” Gardner at el. (2001). A well established and
coordinated communication encourages organization towards goal congruent.
3
It identifies what educational courses or activities should be designed to provide
employees with necessary skills in order to improve productivity in their works. In this
case, focus should be on the needs.
1.3 Statement of the Problem
Communication at work place is a central tool in coordinating various tasks relating to
achievement of organizational goals. It generates sense of direction to the workers as
they know what to achieve in specified time frame to reflect mutual understanding of the
community both internal and external surroundings. Organizational communication
recognizes organizational commitment as well as employees‟ commitment to its
stakeholders, employees‟ ethics and encourages proper feedback in information
handling.
The Immigration Department Tanzania has experienced massive inflow of customers
who request travelling documents since in the year 2005 as a result of increasing in the
global business competition where by a number of Tanzanians became much
encouraged to travel outside the country to look for various business products and the
change of travelling documents (Tanzania passports and resident permits) from manual
system to computerised setup. Once when the government of United Republic of
Tanzania (URT) decided to change the passports stimulated passport holders to replace
their former documents to modernized ones. In that case customers‟ complaints had
grown up rapidly, delay in the services delivery and inappropriate feedback prearranged
dissatisfaction to customers due to high demand compared to organization capacity at a
time.
The Immigration department as any other public institution is obliged to satisfy the
general public in terms of update information and communication relating to Public
Service Delivery. Becker-Beck et al, (2005) argue that organizations understand
practically how Communication affects individual performance and organizational
performance, they are likely increasing to develop better strategies and policies
associated with it to fulfil goal congruent. In the absence of contextual information, the
communication partners will find it difficult to gain a better understanding of each other,
thus increasing the difficulty in transferring complex knowledge.
4
Organizational communication is always practiced in public sectors in the establishment
and dissemination of the organization objectives. Through communication organizations
can plan their goals and the way how achieve them. Systemic communication in many
public organizations is very challenging due to the fact that its impact probably leads to
poor performance of the job, interpersonal conflict and interdepartmental conflict,
ineffective team management, work delay in feed backing and thought of wrong
information. All these conducts and others supply failure to perform tasks as they are
expected by the organization.
Therefore, this study was set out to examine the role of communication in enhancing
organizational performance of the Immigration Department Zanzibar in order to bring
helpful recommendations for future road map in terms of accountability and responsiveness
to the community and to promote profitable improvement of performance in public sector.
1.4 Objectives of the Study
1.4.1 General objective of the study
The main objective of the study is to examine the role of communication in enhancing
organizational performance of the Immigration Department Zanzibar.
1.4.2 Specific objectives of the study
i. To investigate types of communication existing in the Immigration Department.
ii. To identify the roles of communication at the Immigration Department.
iii. To examine the effectiveness of communication in enhancing performance of
Immigration Department.
1.5 Research Questions
i. What are the types of communication existing in Immigration Department?
ii. What is the role of communication at Immigration Department?
iii. How and why effective communication plays a role in enhancing performance of
Immigration Department?
5
1.6 Justification of the Study
The Study was relevant to the Immigration Department Tanzania particularly Head
Office Zanzibar. It added information and knowledge on the role of communication in
enhancing performance of the organization as a whole internally and externally
respectively.
The study helps the organisations to find out new ways or alternatives that are best in
employing the performance of the organization and to overcome the available barriers
that hold back implementation of effective communication.
The findings can help other people who are interested in conducting further research
regarding the role of communication in enhancing the performance of organization.
1.7 Scope of the Study
This study was limited to check the role of communication in enhancing the
organizational performance within the dominion of Immigration Department Zanzibar,
specifically the Head Office.
1.8 Limitations of the Study
The desire to achieve the objectives of the study In the course of pursuing this study the
researcher was held back by the following limitations.
i. Time frames for the study
Time frames for the study because the study was conducted during office hours at par
with the tight office work and interference the concentration of work and movement to
request for filling questionnaires and search for information relating to documentary
reviews.
ii. Low willingness of the respondents
Some of the respondents were reluctant especially in the area of interview they were not
willing to provide some information relating to the study due to the fact that some of
them were busy with official duties, some of them were not confident with their
positions and some of them did not take it as a serious matter. In order to minimize this
6
situation researcher had to persuade and inform the respondents the purpose of the study
and their importance to willingly participate in the study since it could be for the
benefits of their own organization.
1.9 Chapter Summary
The chapter presents the background of the study, a statement of the problem, General
and specific research objectives, research questions, significance of the study and the
scope of the study and limitation of the study.
7
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
The chapter will focus on the review of different literatures relating to the subject matter.
It highlights definitions of the terms and its components associated with it,
conceptualization of important concepts, empirical literature review and conceptual
framework.
2.2 Theoretical literature review
2.3 Definitions of the Terms
2.3.1 Communication
Communication is the transfer of information and understanding from one person to
another. The process involves sender, message and receiver, encoding, the medium,
feedback and dealing with noise. (Kinicki and Williams, 2008)
Abayo (2006) defines the communication as any process in which people share
information, ideas and feelings rightly observe that, communication involves not only
the spoken and written word, but also body language personal mannerisms and style:
anything that add meaning to a message.
Gupta (2005) defines communication as exchange of facts, ideas, opinions or emotions
to create mutual relationships.
Nelson and Economy (2004) define Communication as the physical and mental network
that ties everyone both within and without the organization together. It‟s the oil that
keeps the organization running smoothly.
Generally the term communication as a concept and process involves Sender of the
message who or where the initial source commence, Media - means to which the
information is likely to be transferred, the Message itself, Receiver and Feedback. The
8
entire process form coordinated cycle, which needs accuracy and completeness of each
component to be applied actively and efficiently.
While describing the term communication the idea behind is that most of the scholars
have pinpointed the imperative constituents which must not be isolated with it, in the
sense that those aspects are part and parcel to its definition and meaning. For the purpose
of drawing better understanding, the components will be highlighted;
I. Sender
The communication initiator, the one who intends to convey the message having the
specific purpose of transforming information or message from one place to another.
II. Message
The information (message concern) sent to the receiver it may be oral information,
written or even non verbal forms such as body language and gestures.
III. Media or Communication Channel
It refers to the means of transferring the message or information from one side to
another. The channel can be face to face, by telephone non verbal form or in terms of
writings like letters, reports, and electronic means including email.
IV. Encoding
Is the process of translating the information in the sender‟s head into the message. Most
of the time receivers will have different levels of Knowledge and experience; Language
skills and Confidence.
V. Decoding
Is the process by which the receiver interprets the message. Decoding the message
involves: Working out what the sender intended, Highlighting any uncertainty or
confusion and seeking clarification.
VI. Receiver
The one who receives the information, it is communication target. Normally the
reception of the message is influenced by the receiver‟s knowledge in respect of subject
concern, interest and emotions.
9
VII. Feedback
It refers to the response of the receiver towards the information received from the sender
of a particular message.
The response may be in oral mode, written form or even non- verbal way depending
upon the media means. According to Hybes and Weaver II (2007) define feedback as the
response of the receiver - senders to each other. Feedback is vital to communication
because it lets the participants see whether the idea and feelings have been shared in the
way they are intended.
2.3.1.1 Importance of Communication
According to Gupta (2005) effective communication has always been essential for
success in business. In recent times, communication has become all the more essential
due to the following reasons; Increase in size Business firms have tremendously in scale
of operation; Growing specialization ; Narrow division of work result in different
activities being handled by different departments; Technological Advancements rapid
changes in science and technology lead to obsolescence of technology and knowledge;
Cut-throat Competition liberalization and globalization have resulted in severe
competition between public sector, private sector and foreign banks; Trade Union
Movements in banking sector, employee unions are very strong and powerful.
Management must consult union leaders on several matters; Human Relations effective
communication between management and employees is necessary to develop mutual
trust and confidence; Public Relations society expect more and more from managers .
business has to keep government, distributors, suppliers, investors and other sections of
the society well informed about this contribution to the society; Personal Asset
communication skills is essential for success of every job.
Newstrom and Davis (2002) expose that communication helps to accomplish all the
basic management functions; - planning, organizing, leading and controlling so that
organizations can achieve their goals and meet their challenges. It tends to encourage
better performance and job satisfaction. People understand their jobs better and feel
more involved in them.
10
2.3.1.2 The roles of communication
Communication being a bridge of management activities has a significant role to play so
as to foster accomplishment of the organization‟s goals.
Madhukar (2010) argues that communication plays a very vital role in modern day
business organizations. In fact the very effectiveness of business depends upon its ability
to communicate effectively with all sections with whom interacts. Effective
communication is a sine qua non or must for effective performance. Organizations carry
out numerous activities through various departments and individuals, and
communication facilitates integration of all activities.
Gupta (2005) efficient planning and decision making, training and development of staff,
motivation and morale, coordination and team work, leadership, sound control,
industrial harmony, and corporate image.
2.3.1.3 Types of Communication
Literatures differ on categorizing types of communication. Communication within an
organization is classified into two groups as formal and informal. The types of formal
communication are up to down, down to up, horizontal and cross communication.
Hybes & Weaver II (2007) discuss four kinds which are most often used; intrapersonal
communication that occurs within a person. It involves thoughts, feelings, and the way
you look at yourself. Interpersonal communication occurs when you communicate on
one to one basis usually in an informal, unstructured setting. Small - group
communication occurs when a number of people meet to solve a problem. The group
must be small enough so that each member has a chance to interact with all the other
members. Public communication the sender- receiver (the speaker) sends a message (the
speech) to an audience. The speaker usually delivers a highly structured message, using
the same channels as interpersonal and small group communication.
Locer (2006) communication Oral, nonverbal and written goes to both internal and
external audiences. Internal audiences are other people in the same organization;
subordinates, and superiors, peers. External audiences are people outside organization;
customers suppliers, unions, stakeholders, potential employees, government agencies,
the press and general public.
11
According to Abayo (2008) communication can be categorized into two categories;
Verbal communication which involves oral means and Non verbal communication
which involves Gestures, Body language and Facial impression.
2.3.2 Organization
Organization is composed of two or more people who work together in a structured way
to achieve a specific goal or set of goals (Stoner et al 2006).
Benowitz (2001) defines organization as Groups of individuals constantly join forces to
accomplish common goals.
Robbins (2001) defines an organization as a “consciously coordinated social unit
composed of two or more people that functions on a relatively continuous basis to
achieve a common goal or set of goals‟‟.
2.3.3 Performance
Ngirwa (2005) defines Performance as the result of people‟s capabilities (knowledge,
skills, experience and attitude).
Gong, (2006) Performance, from the perspective of management, is defined as the result
of an organization‟s expectation.
Performance is a set of financial and nonfinancial indicators which offer information on
the degree of achievement of objectives and results (Lebans & Euske 2006) cited from
(Kaplan & Norton, 1992).
Agarwala (2007) Performance refers to what an employee does or does not do in the job.
Armstrong, (2012) defines the term performance as it concerned with how well
something is done and reward is with how people should be recognized for doing it.
In organizational arena performance involves the goal congruent of the company since
the attainment of performance depends on individual performance and organizational
performance. In order to fulfill the objectives of organization there is a need to manage
logically and systematically the performance of organization to align with individual
performance.
12
2.3.4 Organizational Performance
Armstrong (2012) argues that, the management of organizational performance is prime
responsibility of top management who plan, organize, monitor and control activities and
provide leadership to achieve strategic objectives and satisfy the needs and requirement
of stakeholders.
2.3.4.1 Measures of organizational performance
Almost all organizations measure performance of their organizations to countercheck
their progress. However, such measures are varying according to sector, or nature of
organization, occupation and the nature of the responsibilities involved to it.
Doyle (1994) argued that, no single approach can be used to measure organizational
performance in all situations because organizations do adopt different approaches and
change some of their objectives from time to time as they deal with issues which keep
on changing.
Performance measures are tools to understand, manage, and improve organization
activities. A performance measure (or indicator) is composed of a number and a unit of
measure. The number gives us a magnitude (how much) and the unit gives the number a
meaning (what). Performance measures are always tied to a representation-target.
Effectiveness: a process characteristic indicating the degree to which the process output
conforms to requirements (Are we doing the right things?); Efficiency: a process
characteristic indicating the degree to which the process produces the required output at
minimum resource cost (Are we doing things right?); Customer care: the degree to
which the process users or customers appreciate the provided performances
(Franceschini, 2007).
According to Armstrong (2006) every organization measures its performances. There
are many possible measures of performance including; flexibility; quality; profitability;
return on investment; gross profit; stock turnover; conformance to standards; number of
customer complaints; innovation; sales per square metre; throughput time; amount of
scrap; percentage of lost orders; lead time. Frankly speaking, no direct measures fit for
all types of organizations to reflect all situations. Doyle (1994) argues that, no single
13
approach can be used to measure organizational performance in all situations because
organizations do adopt different approaches and change some of their objectives from
time to time as they deal with issues which keep on changing.
Skerlavay (2007) stresses that alongside with profit margins and other financial data
when considering organizational performance, we also must consider employees,
partners and customers.
2.3.4.2 Need for Organizational Performance
There are a number of reasons why organizations adopt into organizational performance,
the most critical ones as supported by (Franceschini, 2007) there is the need to improve
communications internally among employees, as well as externally between the
organization and its customers and stakeholders. The emphasis on measuring and
improving performance (results-oriented management) creates a new climate, affecting
all the organizations aspects; Performance measurement helps justify programs and their
costs. Measurements provide the demonstration of a program‟s good performance and
sustainable impacts with positive results, in order to support the decision making
process.
2.4 The Role of Communication on Organizational Performance
Communication in an organization is Network Bridge, which links almost all activities
of the enterprise which make business operations to go smoothly in order if it is properly
managed. Communication has great role to play in the performance of any organization
since behaviour of employees can be changed and modified through the proper use of
communication what an employee can think correct and right is not the same way to
what organization feels upon.
Communication plays a key role in efforts to improve efficiency, quality, responsiveness
and innovation, your communication affects your company‟s success. Effective
communication strengths the connection between company and all of its stakeholders,
those groups affected in some way by the company‟s actions: customers, employees,
shareholders, suppliers, neighbors, the community and nation (Bovee and Thill 2008).
14
Lawless (1979) it establishes the correct and best channels for the majority of
communication; it ensures that communication is stored (files, reports, training,
experience) at the key point in the organization for the application of that information; it
clarifies the authority and priority of communication both within and outside
organization; and more.
Garnett (1992) identifies four roles of downward communication: conveying a vision,
communicating to motivate subordinates, providing feedback on subordinates‟
performance, and assigning tasks and conveying task-related information.
2.5 Communication Flow in Organization
Communication flow in organization broadly flows into two forms from the initial point
of sender to receiver; it may pass through formal channel or informal communication
channel.
According to Koontz, and Weihrich, (2004) in an effective organization, communication
flows in various directions: downward, upward and crosswise. Traditionally downward
communication was emphasized, but there is ample evidence that if communication flow
only downward problem will develop. In fact one could argue that effective
communication has to start with the subordinate and this means primarily upward
communication. Communication also flows horizontally, that is between people on the
same or similar organizational levels and diagonally, involving persons from different
levels who are not in direct reporting relationship with another.
2.5.1 Downward communication flows
It is communication flows from people at higher levels to those of lower levels in an
organization hierarchy. This kind of communication exists especially in an organization
with an authoritarian atmosphere. The kind of media used for oral down ward
communication includes instructions, speeches, meetings, the telephones, loudspeakers,
and even grapevine. Example of written down ward communication are memorandum,
letters, handbooks, pamphlets, policy statements, procedures, and electronic news
displays.
15
Unfortunately information is often lost or distorted as it comes down the chain of
command. Top managing issuance of policies and procedures does not ensure
communication. In fact in many directives are not understood or even read.
Consequently, a feedback system is essential for finding out whether information was
perceived as intended to the sender. Down ward flow of information through the
different levels of the organization is time consuming.
Indeed, delay may be so frustrating that some top managers insist that information be
sent directly to the persons or group requiring it.
2.5.2 Upward communication flow
The upward communication flow travel from subordinates to superiors and continue up
the organization hierarchy. Unfortunately, this flow is often hindered by managers in the
communication chain who filter the message and do not transmit all the information
especially unfavorable news to their bosses. Yet objectives transmission of information
is essential for control purposes. Upper management needs to know specially production
performance facts, marketing information, financial data, what lower level thinking and
so on.
Upward communication is primarily non directive and is usually found in participative
and democratic organizations environments. Typically means for upward
communication besides the chain of command are suggestion system, appeal and
grievance procedures, complaint systems, counseling session, joint setting of objectives,
the grapevine, group meetings, the practice of open door policy, morale questionnaires,
and exit interviews.
2.5.3 Crosswise communication flow
This includes the horizontal flow of information, among the people on the same or
similar organization levels and the diagonal flow among persons at different levels who
have no direct reporting relationships with one another. This kind of information is used
to speed information flow, to improve understanding and to coordinate efforts for the
achievement of organizational objectives. A great deal of communication does not
follow the organization hierarchy, but cut across the chain of command because
16
information may not follow the chain of command, proper safeguards need to be taken
to prevent potential problems.
2.5.4 Informal communication flow
Every organization has informal structure, which can be termed as shadow network of
relationship. The informal channel of communication is unsanctioned personal network
of information among employees.
It is commonly called the grapevine because it sends long leafy runners shooting off in
many directions the informal network is often inexpensive and carries information in
many directions. The influence exerted through this network often circumvents official
and disrupt formal authority. Informal communication is neither vertical (flowing
upward or downward) nor horizontal (flowing between peers or across department
lines). Rather it flows up and down, out of offices and between friends and colleagues.
2.6 External Organizational Communication
Almost all organizations perform its activities with regard to not only internal
environment, but also to external environment which are linked with. Pearson et al
(2003) Organizations exist within the broader environment in which they are linked to
the activities of a wide range of other organizations and individuals. External
communication will focus on two general functions served by external communication:
creating and maintaining organizational images and providing customer service.
Rosenblatt, (1982) recommends that, business must know about government rules and
regulations and about supply and cost of future money and labor. With all of today‟s
pressing environmental, economic and social problems, business must go beyond the
usual communication which the public required in the past. The future will require even
more disclosure and openness with general public on the part of business.
2.7 Functions of Communication in Organization
Any Organization should consist of human and material recourses so that to make such
firm operates, failure to have such recourses make it non sense. In that way
17
communication become an important instrument in setting up human interaction.
Scholars viewed the function of communication in an organization in different ways;
Robbins & Coulter (2005) communication serves four major functions; first function
relating to control: Organizations have authority, hierarchy and formal guidelines that
employees are required to follow. Communication is being used to control, but informal
communication also controls behavior. The second one is motivation: Communication
encourage motivation by clarifying to employees what is to be done how well they are
doing and what can be done to improve performance if it not up to par.
Thirdly is emotional expression: For many employees, their work group is a primary
source of social interaction. The communication that takes place within the group is a
fundamental mechanism by which members share frustration and feeling of satisfaction.
Communication therefore, provides a release for emotional expression of feelings and
fulfillment of social needs. Information function: basically individuals and groups need
information to get things done in organization. Communication provides that
information through verbal information and non verbal communication.
2.8 Improving Effective Communication
Gibson (2009) insists that becoming better communicators must improve message that is
to say the information they wish to transmit and improve understanding of what other
people try to communicate. The following techniques can help to accomplish:
Follow up, this technique is used when you assume that you are misunderstood and
whenever possible, attempt to determine whether your intended meaning was actually
received.
Regulating Information Flow, Regulating communication can ensure an optimum flow
of information to managers thereby eliminating the barrier of communication overload.
Communication can be regulated in both quality and quantity. In formal communication
then superior should be communicated with only on matters of importance and for the
sake of communication.
18
Utilizing Feedback, We might expect that, feedback in form of upward communication
would be encouraged more in organic organization, but the mechanisms that encourage
upward communication are found in many different organization designs. A healthy
organization needs effective upward communication if its downward is to have any
chance of being effective.
Empathy is the ability to put oneself in the other person‟s role and to assume that
individuals view points and emotions. This involves being receiver oriented rather than
communicator oriented. This form of communication should depend on what is known
about receiver. Empathy requires communicators to place themselves in the shoes of the
receiver to anticipate how message is likely to be developed.
Repetition: introducing repetition into communication ensure that if one part of the
message is not understood other parts carry the same message. New employees are often
provided with the same basic information in several different forms. Likewise students
receive much redundant information when first entering a University.
Encouraging Mutual Trust, time pressures often mean that managers can not follow
communication and encourage feedback or upward communication every time they
communicate. Under such circumstances an atmosphere of mutual confidence and trust
between managers and their subordinates can facilitate communication. Subordinates
judge for themselves the quality of their received relationship with their superiors.
Effective Timing, on every day basis, effective communication can be facilitated by
properly timing major announcement. The barriers are often arising from poor timing
results in distortion and value judgment.
Simplifying Language, complex language has been identified as a major barrier to
effective communication. University students often suffer when their teachers use
technical jargon that transforms simple concepts into complex puzzles. Manager must
remember that effective communication involves transmitting understanding as well as
information.
Effective Listening, to improve communication, manager must seek not only to be
understood but also to understand. This involves listening one method of encouraging
19
someone to express true feelings, desires, and emotions is to listen. Just listening is not
enough; one must listen with understanding.
According to Thomas (2007) any organization needs to apply communication system
which is effective enough to suit the operations of various activities within the
organization and external surroundings that can be practised without too much difficulty.
These processes can help us overcome the obstacles caused by different perceptions and
poor listening;
Stop talking; you cannot listen while you are talking. It‟s very easy to get carried away
by our own thoughts so try to pause at frequent intervals and give the other person a
chance to react.
Some people never invite a response from the person they are talking to and then
express surprise when people switch off from them. So think about shutting up and
asking a few more questions.
Give your listener an overview or summary of what you want to say before launching
into detail. This allows the other person the chance to put into context what you are
saying.
Ask more questions when you don‟t understand, what is being said or when you need
clarification of a point. This clearly indicates that you are listening as well. However,
avoid asking questions that either embarrasses people or illustrates their lack of
knowledge unless you feel it is absolutely necessary to defend yourself. Tactics such as
these often cause hostility or resentment and so lead to a breakdown of communications.
Concentrate on what the person is really saying not what you think they are saying. We
need to actively focus our attention on their words and feelings.
Focus on the critical points concentrate on the important ideas and not the detailed
points. Of course detail is important, but it is often not as important as the critical points
being made in a discussion. Getting agreement or understanding of the big issues is
often the breakthrough in discussions. So examine the detail but try to use it to
subsequently prove, support or define the main thrust of what is being said or agreed.
Share responsibility for effective communications, only part of the responsibility for
communication lies with the person speaking; as a listener we have an equally important
20
role. Work hard at understanding what is being said and if you don‟t, ask for
clarification.
Avoid jumping to assumptions, assumptions can be extremely dangerous so don‟t
assume other people use words the same way you do, „they didn‟t say what they meant,
but you understand what they meant‟. Don‟t assume that they are avoiding looking you
in the eye because they are telling a lie; that they are trying to embarrass you by looking
you in the eye; that they are laying because they have interpreted the facts differently
than you have, or that they are angry because they are enthusiastic in presenting their
views. Assumptions like these may turn out to be true, but more often they just get in the
way of clear understanding.
2.9 Consequences of Ineffective Communication
Inaccurate flows of communication leads breakdowns and have serious consequences
for the organizations. One vital piece of information not communicated can have
disastrous results. Winfield (2004) highlights the following consequences regarding to
ineffective communication; having drastic effects on production and industrial employee
relations, continued misunderstandings, confusion, mistakes, wastage and even accidents
and high labour turnover.
Wood (2001) argues that communication in organization is another growing area of the
interest. Work by communication scholars has identified communication skills that
enhance professional success, and they have traced the effects of various kinds of
communication on morale, productivity, and commitment to organization. Pearson
(2003) reveals on the dark side of organizational communication to which point outs on
aggressive communication in the work place and sexual harassment. Aggressive
communication in the work place consists of verbal aggressiveness, work place
aggression and work place violence.
The workplace can be a challenging environment, particularly when communication
lines between employees and bosses are not running smoothly. Poor communication is
the easiest way for a company to lose sight of what it can achieve. Poor communication
among workers often results in people being unmotivated and unhappy, which shows
21
when they deal with customers or perform their daily tasks. The best way to increase
productivity is to have a happy workforce, and communication is the key to achieving
that.
Employee Morale: The biggest side effect of poor workplace communication is that
employee morale will slowly decrease to a point when they no longer care about the
company. They will still go about their jobs, but they will only do the minimum
required. Extra effort and enthusiasm will not be on display, which will impact the
results from their work. If this atmosphere spreads to the entire company, it can become
an incurable cancer.
Clear Goals: A company must have clear goals when it comes to the short and long
term. Even small businesses need to be goal oriented; otherwise they cannot expect to
find success. For example, a restaurant may have a goal of getting 100 customers
through the door on a given day. Such goals can only be accomplished if everyone is
working towards them in an enthusiastic, dedicated and professional manner. With clear
communication, any realistic goal is achievable. Employees are aware of what their
bosses want and what the potential rewards are. This motivates them to do a better job
and allows them to focus their energy in a certain direction, on the flipside, uncertainty
about what needs to be done just leads to poor performances.
Dealing with Various Cultures: The workplace is a microcosm of society, where
people of different cultures and backgrounds must come together to get things done.
Cultural insensitivity can play a particularly negative role in the workplace, resulting in
employees feeling as if they do not belong. In such a situation, proper communication
can create awareness, understanding, and a happy medium where everyone is happy.
Employee Errors: Most employee errors come from a lack of understanding, rather
than them making a conscious mistake. A lack of understanding stems from a lack of
communication. If an employee does not understand instructions, it is likely that they
will perform their task incorrectly. Instructions must always be clear, concise and
logical. Employees must be encouraged to ask their superiors if they do not understand
22
something, rather than being too afraid to ask. This creates open lines of communication
and ensures that misunderstandings do not take place.
2.10 Communicative Customer Service
One of the important aspects in improving organizational performance of the company is
focus on communicative customer service. Gabriel (2006) reveals that in many business
organizations whether non- profit or profit, there is a tendency not to involve customer
in designing a service for him.
2.11 Theories of communication
The term theory is used in a variety of ways, but its most common meaning is an
explanation of observed regularities, to explain (Bryman & Bell 2011).
Various management scholars and theorists have developed different theories regarding
the study of communication. The following theories will be reviewed:
i. Information Theory
According to Himstreet & Baty (1981) Information theory places stress on transmitting
the unpredictable take care of itself. The theory applied basically to the technical
problems involved in accurately transferring various types of signals from sender to
receiver.
ii. Human Communication Theory
The theory of human communication has much in common with information theory. In
the theory of human communication the information sources is human mind. The
transmitter is voice or whatever means human have at their disposal to use in
transmitting, and the channel becomes sight or sound waves. The receiver and final
destination, of course, are sensory organs; ears, skin, nose, eyes and the mind of the
recipient of the message ( Himstreet & Baty, 1981).
iii. Systems theory
A system is an interrelated set of elements functioning as a whole. An organization as a
system is composed of four elements: Inputs - material or human resources,
23
Transformation processes- technological and managerial processes, Outputs - products
or services and Feedback -reactions from the environment (Benewitz, 2001).
According to Salem (1999) the concept of “system” involves the idea of a set of
elements, connected together to form an entire system showing properties that are
unique to the complete system rather than the properties of its component parts. Since
the organization operates as whole and not individual parts there is a need to put
communication in road map in order to draw organized picture of the organization as a
system.
Miller (1995) argues that the systems theory operates from the primary principles of
interrelatedness and interdependence; it can be argued that the same fundamental
principles of interrelatedness and interdependence also form the basis from which
integrated communication operates.
The information theory at department of Immigration is always applied since
organization has to work with respect to various information channeling to it, it may be
from within and from outside. In particular the new installed system (Electronic
Queuing System) in the Passport Section customers are informed to care their queue by
using electronic sound call and signals.
In case of human communication theory is much useful since the organization provides
services to human beings therefore consideration of human factors in relation to
communication has to be well invented in terms of sending of message, receiving and
feed backing.
Another crucial theory under this study is system theory, in one way or another it is
applied and considered to be suitable and appropriate in the department of Immigration
due to the fact that it accommodate communication purposes as it recognizes the role of
communication in coordinating all organization‟s function at various levels of
management that cut across distinct components of department.
2.12 Empirical Literature Review
There are number of studies conducted concerning communication in the world and
Tanzania in particular, some focused on public and some are specific private
24
organizations, For example research conducted in Scotland by (Sclater, 2001) finds out
that communication is influenced by not having clearly defined roles and
responsibilities, conflicting institutional cultures, misunderstanding, and difficulties in
conveying design ideas.
The study on the importance of communication within organizations: a research on two
5 star hotels in Antalya region conducted by (Akdeniz University, 2000) reveals that the
real communication situation of sampled hotels. Sampled hotels have normal levels of
formal communication from “down to up” with communication between employees and
managers, asking employee ideas before making decisions, but in encouraging
employees managers must be more interested. From “up to down” employees accept the
current communication situation. For increasing the effectiveness much more
importance can be given to written communication like bulletin boards, hotel
newspapers. Having sufficient, accurate information is also supporting the current “up to
down” communication. From “horizontal” and “cross” communication, employees see
their colleagues as informative, problem-solving, cooperative in both their and in other
departments.
Research conducted by (Ouko, 2007) concerning the role of communication in the
performance of financial institution - Azania Bank Limited indicated that effective
communication and organizational performance are compatible. The study revealed that
there was a direct relationship between effective communication and organizational
performance. Therefore, effective communication leads to good performance of the
organization.
2.13 Knowledge Gap
There are various studies concerning the role of communication in improving
performance of the organizations such as the Role of Communication in Enhancing
Employees‟ Organizational Commitment (Wang, 2011), Social Media and
Organizational Performance among Civil Society Organizations in Tanzania
(Costantine, 2013) and The Contribution of Effective Communication to the
Organization Performance (Karumbi, 2013) but yet there is little attention on security
and defense organizations and no study that has critically examined the role of
25
communication in enhancing performance of the immigration department Zanzibar and
leaves a gap for the researcher to carry out the study among the security and defense
organizations. Therefore, there is a need to conduct research on this area for the purpose
of increasing performance of the organization.
2.14 Conceptual Framework
Jabareen (2009) defines Conceptual framework as the products of qualitative processes
of theorization.
The Figure 1.1below shows a conceptual framework underlying the existing study. This
conceptual framework was used to determine the study variables; independent and
dependent variables. It demonstrates the relationship of different construct that the
researcher wants to investigate as it summarized by the researcher in the figure below,
followed by clarification of the underlying assumptions which also shows the
relationship among variables.
Figure 2.1: Conceptual Framework
Source: Adopted from Literature Review
Description of the variables
Variables are usually conceptualized as having a cause and effect relationship. That is,
one is considered a cause and the other is the effect (Cozby, 2001). The figure above
Role of Communication
Employee
Commitment
Appropriate
Feedback
Employee Ethics
Organizational Performance
Productivity
Quality services
26
demonstrates the relationship between variables. The figure presents the independent
variable, dependent variables and the relationship between these variables.
i) Employee Commitment: Employee Commitment is the cornerstone of an
organization‟s success and affect productivity of the organization since it is
linked to employee voice. Commitment is a key factor for the organization to
increase its productivity and quality services can be easily seen due to the fact
that each employee becoming faithful and take care of his or her duties and
responsibilities in order to make sure that goal is fulfilled. Communication needs
to be well managed so that at any time during the change process confusion is
avoided through clear, accurate and honest messages, by using a variety of media
with high coverage and impact (Abraham et al., 1999).
ii) Appropriate Feedback: The successful communication has a direct relationship
to the provision of quality services or product and lead to better performance.
Communication has great value in coordinating business activities and the
message provided must have a positive self concept in building confidence and
trust between the sender and receiver. Therefore top managers and supervisors
must be aware and careful enough in fulfilling this goal.
iii) Employee Ethics: Employees „ethics in the workplace help organization to
perform better and has a relationship with productivity and quality services once
employees behave ethically in their day to day operations, customers will
increase their trust on them and automatically will invite new customers and
retain the existing ones and therefore organization will move forward and gain
value creation. Increasingly ethical employees try their level best to adhere
morality for quality in their work, which ultimately can enhance the company‟s
reputation for quality products or service.
27
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
The chapter focuses on research methodology which comprises research design, study
area, study population, the study sample and sampling procedures, data collection
methods and research instrument, data analysis and ethical consideration.
3.2 Research design
The study was case study framework. The plan was provided in fundamental
explanation of the observable fact concerning the topic. In fact the outlook of the study
itself needed much concentrated mechanisms and realistic analysis that had been carried
out productively under the explanatory manner of the case study.
Kothari (2008) defines research design as the arrangement of conditions for collection
and analysis of data in a manner that combines relevance to the research purpose with
economy in procedure. It is a blueprint for the collection, measurement and analysis of
data. The researcher engaged into a case study design because the activity was
conducted on a single unit which is Head Office of Immigration Department Zanzibar, it
facilitated collection of data in a simple technique and thorough analysis. It helped the
researcher to obtain in-depth information in relation to the topic; eventually the
researcher came up with the findings which were specific for IDZ.
The major emphasis in such study was on the discovery of ideas and insights. The
design was well suited to investigate the interaction between phenomenon and their real
life context (Yin, 2003).As such the research design appropriate for such study must be
flexible enough to provide opportunity for considering different aspects of a problem
under study.
28
3.3 Area of the Study
The study coverage was centred at The Immigration Department Zanzibar, specifically
Head Office-Zanzibar. The Immigration Department is one of the institutions under the
Ministry of Home Affairs whose core mandate is the maintenance of law and order in
the country. The department operates in Mainland Tanzania as well as Zanzibar which
form United Republic of Tanzania. In case of Mainland recognized vote is 2001 and
Zanzibar falls under Vote 2002. The duties, responsibilities and functions go hand in
hand uniformly at both parties in operating daily activities towards the provision of
various services to Tanzanians and non Tanzanians including issuance of passports to
citizens of Tanzania resident permits for foreign investors, dependant passes, visas and
citizenship registration. In that sense the Immigration Department (IDZ) is obliged to
collect non tax revenue from services it renders to the general public.
The study area (Immigration Department Zanzibar) was purposively selected in order to
examine the role of communication in enhancing its performance because IDZ is one
among public organizations which offer services to Tanzanians and foreigners. Thus the
organizational communication takes large part in measuring organizational performance.
Also the organization is over ambitious as it considers performance of the organization
on the basis of financial perspective and put little attention on non financial perspective.
The Immigration Department Zanzibar measures its performance in terms of huge
money collected as non tax revenue from stakeholders as Zou and Stan (1998) argue that
many organizations do forget to consider non financial indicators when looking at
organizational performance but over-emphasizing the financial criteria. In fact
organizational performance indicators are expected to reflect on the strategies and goals
of the entire organization by making it possible to measure both financial and non
financial performance of an organization.
3.4 Population of the Study
The population is simply all the members of the group that you are interested in. A
sample is a subset of the population that is usually chosen because to access all members
of the population is prohibitive in time, money and other resources (Burgess, 2001).
29
The target population of this study was the Department of Immigration Zanzibar. The
study included employees from different departments and sections or Units within the
Head Office of the organization. The current number of employees therewith are 150
according to the department database who categorized into Immigration staff (131staff)
who are directly perform immigration duties and Common Cadre (supporting staff -19
staff) such as Accountants, Internal auditors, Examination Officers, Cashiers, Drivers,
Office Attendants, Record Management Officers, Receptionists, and Personal
Secretaries. Since the department surrounded with various stakeholders few investors as
customers will be involved.Researcher decided to involve the entire population as target
population of the study due to the fact that it having the common characteristics.
3.5 The study Sample and sampling procedures
3.5.1 Sample size
Kothari (2004) defines sample size as the number of items to be selected from the
universe to constitute a sample.
A key issue in choosing the sample relates to whether the members you have chosen are
representative of the population (Burgess, 2001).
The selection was governed by the principles that the size of sample should neither be
excessively large, nor too small. It should be optimum. An optimum sample is one
which fulfils the requirements of efficiency, representativeness, reliability and flexibility
(Kothari, 2004).
The Sample size of study was fifty four (54) respondents. Based on the nature of the
study such number of sample size was chosen because it revealed the time frame to
distribute questionnaire and conduct an interview to the selected respondents. The
respondents that were incorporated in the study were found on the following:
3.5.2 Sampling procedures or techniques
Sampling technique is the process of selecting a suitable sample for the purpose of
determining parameters relating to the whole population (Adams, 2007).
30
Msabila and Nalaila (2013) Sample techniques are classified into non probability and
probability Sample techniques. „Non probability techniques are sampling techniques
where selection of individual for the sample does not give all the individuals in the
population equal chance of being selected. In non probability sampling there is no
random selection of elements or individuals……‟
Under this study, therefore researcher employed two major techniques which are simple
random sampling and purposive sampling since they are relatively more precise and
relevant easy in conducting studies.
3.5.2.1 Simple Random Sampling
All members of the study population are either physically present or listed, and the
members are selected at random until a previously specified number of members or units
has been selected” (Henry, 1990). The researcher decided to use simple random
sampling to get thirty five (35) representatives among non managerial staff constituted at
the Head Office of Immigration from five divisions therewith; Passport and Citizenship,
Administration and Finance, Boarder Management Control, Documentations and Legal
Services.
Since the study population was homogenous in nature, it paved the way to involve all
employees. With regard to this study simple random sampling has been applied to
describe a sample representative of a study population. The result table of random
numbers was used as a method of acquiring the preferred number of participants
whereby each division has been given their own coupons which were randomly assorted
and ultimately created 35 respondents.
The basis of substituting every selected respondent was to ensure opportunity of equal
chance of every individual in the sampling frame to be selected and the advantage of
using this technique includes: It is possible to evaluate the efficiency of various designs.
It provides estimates which were essential unbiased estimates of the sample.
31
Table 3.1: The Table Result of Random Sample Size of the Respondents
Respondents Simple size Percentage
Passport and Citizenship Unit 14 40%
Documentations 10 29%
Boarder Management Control 6 17.14%
Administration and Finance 3 9%
Legal Services 2 6%
Total 35 100
3.5.2.2 Purposive sampling
Purposive sampling is selecting a sample “on the basis of your own knowledge of the
population, its elements, and the nature of your research aims” (Babbie, 1990).
Purposive sampling technique had been applied by the researcher by selecting a specific
group of 20 respondents to whom their information and experience can easily facilitate
the study. The relevance of using purposive sampling is that the selected participants
held crucial information about the role of communication in relation to the performance
of the organization and thus acted as key informants; for example, the Head of public
relations, DICS responsible for Documentations and DICS responsible for Citizenship affairs
were the key actors since they were knowledgeable enough and were given the
responsibility to coordinate organizational programs. The following categories were
selected;
i. Four (4) Heads of Departments; DICS responsible for Legal services, DICS
responsible for Documentations, DICS responsible for Passport and DICS
responsible for Citizenship affairs, and DICS responsible for Boarder
Management control and operations.
ii. Five (5) Supervisors and Five (5) Heads of Sections out of 12 sections:
Passports, Permits, Investigation, Public Relations, and Consular Affairs.
iii. Five (5) Foreign Investors who were participants from outside the
organization.
32
Table 3.2: Purposive sampling of the Respondents
Respondents Simple size Percentage
Heads of Departments 4 21%
Supervisors 5 26%
Heads of Sections 5 26%
Foreign Investors 5 26%
Total 19 100
The computation of the simple random sampling and purposive sampling make the
sample size of 54 numbers of respondents where by 14 participants were interviewed
and 40 participants were given questionnaires.
3.6 Data Collection Methods and Research Instrument
The researcher was much interested in the use of primary sources during data collection.
However, secondary data had been attached to the study. Kothari (1990) argues that, the
primary data are those which are collected afresh and for the first time, and thus happen
to be original in character. The secondary data, on the other hand, are those which have
already been collected by someone else and which have already been passed through the
statistical process.
Therefore, for the case of primary data collection, interviews had been carried out to
some of the respondents and a set of questionnaires were distributed to other selected
respondents. The Primary data had been collected by means of the following methods;
3.6.1 Interview
The process of employing interviews as a means of gathering information indulges into
direct contact between the researcher and his or her respective respondents. In the field
the researcher applied face to face interview in order collect extract data and
information. That is not enough, but most important attraction on the use of interviews
focuses on top management personnel who occupying various managerial positions in
the organization. Careful selection of the interviewees leads into positive consideration
and brought a successful interview. Four (4) heads of departments were interviewed out
of five (5), Heads of sections were five (5) out of twelve (12) and five (5) were
supervisors.
33
Information obtained from interview with regard to organizational communication in
the environment of performance was viewed at strategic level as strict procedures,
approval and disapproval, enhanced participation between senior management and staff.
The researcher decided to conduct interviews because it enabled him to reach the
identified number of the selected respondents from large number of the respondents in
due time frame.
3.6.2 Questionnaire
The questionnaire is a well established tool within social science research for acquiring
information on participant social characteristics, present and past behavior, standards of
behavior or attitudes and their beliefs and reasons for action with respect to the topic
under investigation (Bulmer, 2004). A questionnaire is the set structured questions
formulated by the researcher which require respondents to read carefully and fill the
answers in the required space. It is a common and popular method used by various
researchers as a means of data collection.
Under this study, the researcher used both closed and opened questions to proposed
respondents wishing them to reply the questions by their own understanding. Essentially
researcher collected numerous data and information regarding to respondents‟
experiences, their opinions, interpretations and perceptions, social processes, real
situations and their reactions towards communication practices at IDZ. Regarding the
study forty (40) questionnaires were carefully distributed to respondents; thirty five (35)
questionnaires disseminated to subordinate immigration staff of distinct divisions and
five (5) questionnaires to foreign investors.
The questionnaires provided information regarding the role of communication towards
the performance had major impact to organization success, delay in feed backing during
services provisions, impact of employees‟ ethics and employees‟ commitment in
organizational activities, and the challenges of ineffective communication in the
organization performance.
34
3.6.3 Documentary Reviews
It is an analysis of secondary data pertaining to an organization which already exist.
Reviewing documents is a way from which researcher can collect important data that
add value to the study. Possibly the documents might be internal to a program or
organization.
In case study research, documents can be used to build up a description of the
organization and its history, because documents can offer at least partial insight into past
managerial decisions and actions (Bryman & Bell, 2011).
For the purpose of getting suitable data and information the researcher scrutinized
various department reports, journals and News such as Immigration News 2014 and
Immigration News 2011 that are associated with the study. The information that were
collected were focused on public information and communication, the practice of
collecting customers‟ inquiries through various channels including using internet
www.immigration.go.tz, Radio program through Zanzibar Broadcast Cooperation and
face to face communication at customer inquiry Desk. The aim is to facilitate
communication and enhance performance of the Immigration department.
It must be noted that the documents are not deliberately produced for the purpose of
research, but naturally occurring objects with a concrete or semi-permanent existence
which tell us indirectly about the social world of the people who created them (Payne &
Payne, 2004).
3.7 Methods of Data Analysis and Processing
The study was characterized by qualitative approach; to large extent most of the
information gathered was analyzed descriptively. In some areas the observable fact data
were tabulated; frequencies and respective percentage. In addition charts were
employed in order to present a clear picture of the situation. Data collected also were
checked and processed using computer software program known as micro SPSS for
quantitative data and qualitative with the help of Microsoft Excel.
35
3.8 Ethical consideration
Ethical clearance to conduct this study was sought from Commissioner of Immigration
Zanzibar. Informed consent was sought from the respondents and their decision to
participate respected. Confidentiality of the information was upheld by using
identification numbers instead of respondents‟ names. Information obtained from all
respondents was confidential.
36
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION
4.1 Introduction
This chapter presents, interprets and discusses data obtained from the field and some
secondary data obtained from written documents relating to the study. The chapter
addresses the general responses obtained from the field on the role of communication in
enhancing organizational performance in the department of Immigration Zanzibar. An
analysis and presentation of data revolved around three specific objectives. The specific
objectives were to investigate types of communication existing in the Immigration
Department, to identify the roles of communication at the Immigration Department, and
finally to examine the effectiveness of communication in enhancing performance of
Immigration Department.
4.2 Profile of the Respondents
The targeted groups of respondents‟ rate have been divided into internal customers
(immigration staff that was the key concern) and external customers who are foreign
investors. Due to their significance to the study it becomes part and parcel to present
respondents‟ profiles in order to get a real picture of the study population. The target
was 50 employees out of 150 employees and the response was 49 which equal to 98%.
Among them service cadre were 49%, operation cadre 29% and administration cadre
were 20%. On the other hand the target was to get 5 foreign investors and fortunately the
response happened to be succeeded entirely to 100%.
4.2.1 Sex Distribution of the Respondents
The information obtained from respondents who participated in the study indicates that
69.4% (34) were male and on the other side 30.6% (15) respondents were female.
The table below(4.1: Sex of respondents) indicates that male superior staff who
participated in this study were 8 (18.6%), female superior staff who participated in the
study were 4 (7.4%), Male subordinate staff who participate to the study were 24
(44.4%), female subordinate staff who participate to the study were 11 (20.4%), male
37
foreign investors who participate in the study were 5 (9.3)% and there was no female
foreign investors who participate to this study. In general, the male respondents who
participated in the study were 39 (72.2%) while female respondents were 15 (27.7%)
(See the summary of the table 4.1 sex of respondents below).
Table 4.1: Sex of Respondents
Sex Frequency Percentages
Top Management of Immigration staff
Male 10 18.6
Female 4 7.4
Total 14 26.0
Subordinates staff
Male 24 44.4
Female 11 20.4
Total 35 64.7
Foreign Investors
Male 5 9.3
Female 0 0
Total 5 9.3
TOTAL 54 100.00
Source; Field Data, 2015
Table 4.1.1: The summary of the table 4.1 sex of respondents
Sex Frequency Percentage
Male 39 72.2
Female 15 27.7
Total 54 100.0
Source; Field Data, 2015
4.2.2 Age Group of Respondents
The table bellow indicates that 5.6% (3) of the respondents were aged from 18–25,
33.3% (18) of the respondents were aged from 26–36, 29.6% (16) were aged from 37-45
of the respondents, 25.6 % (14) were 46-55 and 6.1% (3) were aged above 56 years
38
Table 4.2: Age Group of Respondents
Age group Frequency Percentage
18-25 3 5.6
26-36 18 33.3
37-45 16 29.6
46-55 14 25.6
above56 3 5.6
Total 54 100.0
Source; Field Data, 2015
4.2.3 Working Position of respondents
The questionnaire collected and interview conducted from respondents revealed that 51
% (25) working in the division of administration and finance as planning officers,
human resource officers, accountants, statisticians, public relations, ICT and research
units. Division of legal services 6.1% (3) lawyers, 18.3 %( 9) were in documentation
division which comprises of permit section, consular affairs, visa, and archives. 18.3%
(9) were in passport and citizenship and 6.1% (3) were in boarder management control
and operation.
Figure 4.1: Occupational status
Source; Field Data, 2015
4.2.4 Working Position of other respondents
Basing on the working position of Foreign Investors (FIs), the result shows that most of
respondents had been in their investment as Managing Directors.
48%
29%
23%
service cadre operation cadre administration cadre
39
4.2.5 Working Experience
Information on the respondent‟s duration in employment shows that 18.3 % (9) of the
respondents had been in employment for less than 5 years, 36.7% (18)had been in
employment between 6-10 years, while 44.8 %(22) of the respondents had been in the
office for more than 11 years.
Table 4.3: Duration of employment
Duration of employment Frequency Percentage
One year to five years 9 18.3
Six years to ten years 18 36.7
above eleven years 8 44.9
Total 49 100.0
4.2.6 Education Qualification
Basing on the educational level of the respondents, the findings showed that 20% (20)of
respondents were secondary Education, 11.4% (4) of the respondents were Diploma
level, 54.3%(19) of the respondents were Degree level Education, and 14.3% (6) of the
respondents were above Degree, The Findings are presented in the table below
Table 4.4: Level of Education of the respondents
Level of Education Frequency Percentage
Secondary Education 12 24.4
Diploma 9 18.3
Degree 21 42.9
Above degree 7 14.3
Total 49 100.0
Source; Field Data, 2015
Source; Field Data, 2015
40
4.2.6.1 Level of Education of other Respondents (FIs)
Basing on the education level of respondents of FIs, the result shows 2 respondents had
attained Masters Degree education; 2respondents were on Degree level and 1 respondent
Diploma level as shown in table 4.5 below.
Table 4.5: Level of Education of (FIs)
Level of Education Frequency Percentages
Diploma 1 20
Degree 2 40
Above degree 2 40
Total 5 100
Source; Field Data, 2015
4.3 Types of communication applied by Immigration Department during Provision
of Services
The first key specific objective of the study was to investigate types of communication
existing in the Immigration Department Zanzibar. In order to achieve this objective, the
question regarding the meaning of communication had been raised to respondents
through questionnaires and interviews purposely to get familiarize with the requirement
of the objective.
In relation to organizational communication within immigration services and outside
organization employees were asked to provide their understanding of the term
communication and the responses were as follows 40.8% (20) responded that
Communication is the flow of information within the organization or community and
exchange of ideas from one person to another, 30.6% (15) communication is the process
on which people share information, ideas and feelings,28.6% (14) exchange of
information between person or entity.
Regarding to the types of communication existing in IDZ Interviews, Questionnaires,
Observation and Documentary methods were used during data collection. The
respondents presented distinct types and explanations relating to the question. For
example data obtained from questionnaires showed that 71.4% (35) respondents
41
responded that organization applies formal and informal mode of communication to
which both internal employees and external employees are communicated through.
22.4% (11) reflected that verbal, non verbal and signal are applied and few of the
respondents which were 6.1% (3) showed that upward, downward and horizontally are
the existing types of communication. Therefore this data indicate that most of
respondents identified that formal and informal communication are implemented within
the department. This could relate with the fact that there is the possibility of having
better relationships between organization and its employees as well as customers.
4.3.1 Formal communication
The department practices formal mode of communication in the way that the established
channels have to be followed from stage to stage based on certain issue initiated. Formal
communication in IDZ applied downwards, upward, lateral and horizontal.
It is approved and arranged by the management such as organization objectives,
operating procedures, orders, commands and other information needed to be exercised
by the delegated authority. The presence of formal documents or information must be
there to facilitate services or organization activities. For example if a Tanzania citizen
wants to apply for the passport is supposed to submit his or her evidence to confirm
citizenship of united republic of Tanzania and other related documents that support the
purpose of passport.
4.3.2 Informal communication
Under informal communication the department is practicing this type of communication
in the running of different functions especially those activities focusing on customer
services such as Passports, Permits and Visa. Informal communication or the
„grapevine‟ can be considered a powerful means of communication existing alongside
formal communication. This communication generally consists of information that is
not available through the formal channels but that is of interest to social groups within
an organization.
42
4.3.3 Verbal, Non verbal and Signal
Verbal communication as among types of communication existed in the Immigration
department is minimum practiced in facilitation of communication purposes both
internal and external. For instance employees are given certain warning verbally for the
first time when misbehave. Customers are also informed verbally when their documents
are not completed to qualify certain services instead of given them official letter. Non
verbal methods communication are heavily used within the Immigration department and
of course there are many advantages to this technique, for example it can be helpful to
new employees within an organization and the use of Notice boards assist members of
staff take the time to stop and read them which contains social and organizational issues.
In case of signals the department uses various Radio call signals to communicate among
top management cadre alone.
4.3.4 Upward communication
The upward communication is a type of communication that moves from subordinate to
superior and is based upon the communication demand system designed by management
to receive information from operational level. Most of the time the Immigration
department is applying upward channel as the system of the organization each and
everything has to be decided by superior cadres.
4.3.5 Downward communication
The type of communication within the organization flows from the superior either in the
same line of command or in the different one. With regard to immigration department it
applied and practiced to set out a great force for controlling, influencing and initiating
activities of organization members in accordance with directives of top management.
4.3.6 Horizontal communication
It is the flow of information between persons of the same hierarchical level. Formal
organization provides for horizontal communication by means of right at any level to
consult or work with others at the same level. For instance head of planning section can
consult head of Human recourses section who at the same level of management also
43
communication among employees in addition to provide task coordination and social
support to the individual.
Table 4.6: Types of communication
Types of communication Frequency Percentage
Formal and informal 35 71.4
Verbal, Non verbal and signal 11 22.4
Upward, downward and horizontally 3 6.1
Total 49 100.0
Source; Field Data, 2015
Apart from the above information two interviewees in different occasions responded the
same way, Officer In charge responsible with ICT Unit and Public Relation Officer as
they declared „We are in the transformation stage that we need to apply E- Government
and E- Governance system in the provision of our services through online as we started
implementing visa and permit application forms which are obtained in our website.’
Through observations, the researcher observed that most of time communication was
affected by informal procedures as customers were informed to submit extra documents
different from those mentioned in the application form. For example in passport
application customers were told to present marriage certificate and sometime air
ticketing. This situation reveals that the use of informal mode of communication is
applied most frequent.
4.4 The roles of communication on Organizational Performance
Another specific objective of this study was to identify the roles of communication on
organizational performance at IDZ. This question was asked so as to find out how it is
important and can bring positive changes in the organization. In particular, the findings
show that no one has denied about the roles of communication in the performance of the
organization. However, each group of respondents analyzed it in different point of view.
The majority who responded to the questionnaires saw that, Information and
communication role attained to 31% (15), 33% (16) reflected on Planning and Decision
making role and 37% (18) center their attention on Task oriented role as table below
indicates,
44
Table 4.7: Roles of communication
Roles of communication Frequency Percentage
Information and communication role 15 30.6
Planning and Decision making role 16 32.7
Task oriented role 18 36.7
Total 49 100.00
Source; Field Data, 2015
4.4.1 Information and communication role
These are interdependency role which are practiced in the immigration department
where by the information is considered as prima facie source of any established issue.
The centre for public information has been allocated in the office of public relations that
has power to provide information concerning the department. Conversely the
communication role is practiced to all members regarding their performance of routine
works. The roles have had enhanced the performance of the organization on the basis
that citizens and non citizens are supposed to supplement their application relating to
immigration services direct to the Immigration offices and not through agents.
4.4.2 Planning and Decision making role
Immigration department as any other public institution implement various planning
which aimed at fostering high performance of its services rendered to general public
such as possibility of minimizing time for services provision between three days up to
seven days instead of taking one month and above. Various planning and decisions had
been taken such as establishment of new filing system which allow quick movement of
files through proper channel in specified time period, Electronic Queuing System that
enabled department solving queuing problem of massive inflow of the people at Head
office. These roles had generated for public and employees new images of the
organization performance through the way it interacts with its changing environment.
Thus, obsolete organizational communication attempts coupled in a different ways.
45
4.4.3 Task oriented role
For any organization to perform better depends upon tasks coordination among different
activities performed by an organization.
Almost all immigration employees have been provided with their own responsibilities to
perform which have great value in the success of organization. Successful
communication among each task result into better performance, for instance in the
Permit Processing Unit data auditing person depends upon data entry person to perform
his or her activities as to get computerized permit document .
Apart from the above information, officer In charge responsible for Public relations
matters and spokes person of the IDZ Immigration Superintendent Muhsin Abdalla Ali
asked about the roles of communication in IDZ, his responses somehow was different
from those mentioned above yet he further set down new views as he declared that,
“…on my side I see communication as front page of any organization.
Public entity must be open, accountable and responsive to their general
public in any situation there must be free flows of information so that
community can observe government performance. Frankly speaking the
department has no centre for communication.’’ Moreover we always
make confusion on communication office and Public relation office,
communication goes further compared to public relation.
Consideration of quality services
In respect to organizational communication in IDZ both internal customers and external
ones were asked with regards to the extent of quality services provided by department.
From subordinates point of views the findings showed that 14.3% (5) were highly
satisfied with, 17.5% (6) were in average level, 48.6% (17) were in low satisfaction and
20% (7) were not satisfied with services to which they provide to customers. This data
indicate that there is the problem of communication between subordinates and superior
cadre as well as between services providers and customers, as tables below signifies;
46
Table 4.8: Subordinates Cadre Responses
Quality services Frequency Percentage
Highly satisfied 5 14.3
Average 6 17.5
Low satisfied 17 48.6
Not satisfied 7 20.0
Total 35 100.0
Source; Field Data, 2015
Table 4.9: Superior Cadre Responses
Quality services Frequency Percentages
Highly satisfied 5 35.7
Average 6 42.9
Low satisfied 2 14.3
Not satisfied 1 7.1
Total 14 100.0
Source; Field Data, 2015
According to the superior cadre who were interviewed their responses on the question
asked about the consideration of quality services their responses were 35.7% (5) were
highly satisfied, 42.9% (6) were restrained, 14.3 % (2) were low satisfied and 7.1% (1)
were not satisfied.
Table 4.10: Foreign Investors Responses
Quality services Frequency Percentage
Highly satisfied 0 0
Average 0 0
Low satisfied 3 60
Not satisfied 2 40
Total 5 100.0
Source; Field Data, 2015
On the other hand, the same question was asked to foreign investors (FIs) themselves;
about the quality of services offered by IDZ in relation to the roles of communication as
47
services 60% (3) were low satisfied with services provided by immigration services and
40% (2) were totally not satisfied with services. For instance, if someone made renewal
of permit the application can take up months to acquire it without any sort of feed
backing until you ask to the department.
With regard to quality services provided by immigration department the majority of
respondents quarreled that the office atmosphere is not good and there is the need to
improve office atmosphere. Among three categories of respondents it is only superior
cadre of immigration staff who were satisfied with quality of services, this could relate
with the fact that they are leading society of the organization.
4.5 The effectiveness of communication in enhancing performance of IDZ
The third specific objective of this study was to determine the effectiveness of
communication in enhancing performance of Immigration Department Zanzibar that
lead to better performance as well as customer satisfaction on services provided by IDZ.
The study was very interesting from the respondents‟ perspectives. In achieving this
objective, the following issues were discussed, namely;
4.5.1 Feed backing
In considering organizational performance of IDZ the potential way of sensitizing high
performance was employees‟ satisfaction to have feedback on their job performance.
The immigration employees were asked if they receive feedback regarding their
assigned duties.
The table below shows that 40% (14) respondents said that they received feedback
regarding their job performance verbally 23% (8) of employee respondents through
annual staff meeting if it happens to be conducted, again 23% (8) said that they were
given recognition letter (formal letter) and 14% (5) respondents could not get any
feedback from management. This suggests that, adequate consideration in feed backing
employees‟ performance were related to performance of IDZ; there is the indication that
the organization is performing better. However there is challenging effects on
formalization of employees‟ feed backing that would position the organization in a more
and more performance.
48
Table 4.11: Means of receiving feedback to subordinates
Means of receiving feedback Frequency Percentage
Verbal form 14 40
Annual staff meeting 8 22.9
Formal letter 8 22.9
No feedback 5 14.3
Total 35 100.
Source; Field Data, 2015
Regarding feed backing of information the organization has been using different styles
in feed backing its employees in turn affect external customers as the above table
showed. Concerning customer claims when In charge of customer care desk asked
responded that
„siku zote Malamiko hayawezi kuepukika ni changamoto katika kazi na
kwa kuwa tunafanyakazi na binadamu kila mmoja na muono wake ila
kwa kweli tunajitahidi kuyapunguza na kama unavyoona karibuni tu
tumeanza utaratibu wa kupanga foleni kwa mfumo wa Kielektroniki…‟
Meaning that „Claims always are there we cannot avoid it since we work
with human beings, we are trying to minimize it as you can see we
started using electronic queue system as means of facilitating our
procedures and internal communication respectively .’
4.5.2 Organization Adherence to Employees’ Commitment
Regarding the question which was asked if organization adhere to employees‟
commitment in fact almost all respondents responded in different ways as; 20% (7)
explained that, is just due to the presence of job description, 23% (8) due to division of
work, 23% (8) focused on the government directives that is public sector has to abide
with, 23% (8) were in a position that the organization does not adhere employees‟
commitment due to the fact that public sector characterised by lack of competition, 11%
(4) reacted that leaders themselves are not committed on how then organization can
adhere employees‟ commitment. This data indicate that the organization is adhering to
employees‟ commitment which brings positive effects on operation of various activities
of organization and ultimately foster the performance of the organization.
49
Table 4.12: Organization Adherence to Employees’ Commitment
Commitment Frequency Percent
job description 7 20.0
division of work 8 22.9
government directives 8 22.9
lack of competition and
nature of public institution 8 22.9
leaders are not committed 4 11.4
Total 35 100.0
Source; Field Data, 2015
4.5.3 Ethical behaviour of employees in Services Provision
Another way of improving organizational performance was to ensure that employees
were ethically behaved during services provision and production respectively. The
question has been asked to subordinate employees of immigration, superior employees
and foreign investors as customers of immigration services if were satisfied with the
existing employees ethics. The findings indicated that 26% (9) respondents reflected that
employees are dealing with their own private issues, 49% (17) respondents argued that
employees are time wasters,22% (8) incorporated into corruption deeds and 3% (1) were
reporting late at work place as the table below shows;
Table 4.13: Ethical behavior of Immigration Staff
Frequency Percent
Dealing with private
business 9 25.7
time wasting 17 48.6
Corruption 8 22.9
reporting late at work place 1 2.9
Total 35 100.0
Source; Field Data, 2015
With regard to the above information immorality brings negative perception towards the
performance of organization. Likelihood the organization can think that its performance
50
is improved by considering the aspect of finance alone and set little attention on non
financial indicators as (Lebans & Euske 2006) argue that performance is a set of
financial and nonfinancial indicators which offer information on the degree of
achievement of objectives and results.
Figure 4.2: Ethical behavior of Staff
Source; Field Data, 2015
Likelihood, employees‟ ethics are valuable assets for the organization to perform better
in both quality and quantity.
Table 4.14: Employees' ethics in delivering services
Frequency Percent
building trust 5 14.3
better relations 7 20.0
good image of the
organization 23 65.7
Total 35 100.0
Source; Field Data, 2015
Dealing with private business
26%
time wasting48%
Corruption23%
reporting late at work place
3%
51
In delivering quality services in the Immigration department employees‟ ethics has
enhanced performance through the occurrence of better image of the organization and
better relation existed between the firm and the society to which services are provided to
it. The findings indicated that 65 % (23) respondents were in favor that there is good
image of the organization, 20% (7) advocated that employees‟ ethics brought better
relations in delivering quality services where by 14% (5) discussed about building trust.
Table 4.15: Employees' ethics enhance productivity of the organization
Frequency Percent
proper utilization of resources 8 22.9
allocation of responsibilities and
task 11 31.4
performance concerns 16 45.7
Total 35 100.0
Source; Field Data, 2015
On the other hand, regarding employees‟ ethics in enhancing productivity of the
Immigration the findings revealed that productivity of the organization has been
improved due to the fact that ethics has immediate contact with performance concerns
and that why had stimulated performance of the department.
The findings showed that 46% (16) responded on performance concerns, 31% (11)
reflected on allocation of responsibilities and tasks to employees and 23% (8) were in
favour of proper utilization of resources provided to employees.
52
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter provides the summary, conclusion and recommendation for improvement
and further study
5.2 Summary of the Findings
The study on the role of communication in enhancing performance of the organization
was done at Immigration department Tanzania Head Office Zanzibar Fifty four
respondents participated in the study, the simple random sample and judgmental
approach; research methods used in data collection were questionnaires, interviews and
documentary analysis.
The general objective of the study was to examine role of communication in enhancing
organizational performance of the Immigration department Zanzibar. The specific
objectives were; to investigate types of communication existing in the Immigration
Department, to identify the roles of communication at the Immigration department and
to examine the effectiveness of communication in enhancing performance of
Immigration Department.
5.2.1 Types of Communication applied by Immigration Department
Finding indicated that numerous types of communication had been identified but most
frequent applied were formal and informal types which facilitated in receiving and
sending important information relating to day to day operations and coordination of
service inquiries.
5.2.2 The Roles of Communication on Organization Performance
During the collection of data for the study it was revealed that, basically communication
has connection with task oriented role in the immigration department since all activities
of the organization need communication and this shows that there is connection between
task performance and communication. However information and communication roles
53
were identified as prerequisite role that cannot be isolated and have great contribution in
the provision of services and production respectively. The absence of information lead
to overlapping of organization functions and as result affects performance.
5.2.3 The Effectiveness of Communication in Enhancing Performance of
Immigration Department
The right place of communication identifies its great role in the performance of the
Immigration department, the findings revealed that communication was not related to
specific purpose to which it has been sensitized by government by putting customers in
the drivers‟ seat in other words (customer focus - with respect to client standard charter)
rather it based on management desire to increase revenue collection because they
consider performance of an organization only through finance.
5.3 Conclusion
The study was about the role of communication in enhancing organizational
performance in the Immigration department. It was conducted in Immigration
Department Zanzibar.
Case study framework happened to be accredited as the most appropriate one for this
study regarding the nature of research problem. The study involved 55 respondents, 40
responded for questionnaire and 15 respondents were to be interviewed but one could
not be managed.
The study used simple random sampling and purposive sampling procedures. The
findings were both qualitatively and quantitatively presented which included tables,
number and percentages and charts or figures for comprehensive classifications. The
collected data were edited, coded, classified and tabulated by using SPSS Program with
the help of Microsoft excel.
5.4 Recommendations
Researcher recommends that the department of immigration should do her level best in
handling customer complaint, no matter how hard it is but is inevitable factor.
54
In one way or another Immigration department should consider customer complaints as
one of the best opportunities to demonstrate its commitment and improving their
communication in services provision and hence satisfying their customers.
Implementation of E Government helps to simplify processes and to make access to
government information more easily for public sector agencies and citizens. So it is time
now for the Immigration department to apply it since the Government of Tanzania itself
has recognized the e-government services are effective service delivery channel because
it provides access to government information and services anywhere, anytime, (24hrs)
for anyone with access to a computer and a telephone line or modem.
Frequent training on the importance of communication and customer care, Immigration
department must ensure that they train their employees on communication and customer
care course, the reviewed documents showed that over past five years there was no any
training relating to communication therefore employees are becoming reluctant to
develop new knowledge and skills that could improve communication.
Monitoring and evaluation of organization functions should be given priority by
scheduling time frame for each service with proper feedback, the immigration
department should ensure that they deliver services within a proposed time, since any
long waiting of service will discourage their customers and destroy the department
reputation.
Establishment of communication centre within the organization, this will help the
organization to avoid contradiction on dissemination of some information. For example
Human Resource Office insists that their office is responsible for all matters concerning
employees including information handling at the same time Public Relation Office argue
that it is her own responsibilities.
55
REFERENCES
Abayo, A. (2006) Business Communication Skills. A Practical Guide
Adams, J., Khan, H. T., Rae side, R. & White, D. (2007) Research Methods for Graduate
Business and Social Science Students New Delhi: Sage publisher.
Age International Publishers
Antony, R.N and Govindarajan V. (2007) Management Control system 12th
Edition
McGraw-Hill: New Delhi
Armstrong, M. (2008) How to be an Even Better Manager 7th
Edition: A Complete A-Z
of Proven Techniques & Essential Skills
Armstrong, M. (2009) Handbook of Human Resource Management Practice. 11th
Edition
United Kingdom.
Aswathappa, K. (2013) Human Resource Management Texts and Cases 7th
Edition
7 West Patel Nagar, New Delhi: Published by Tata McGraw Hill Education
Private Limited.
Babbie, E. (1990) Survey Research Methods 2nd
Edition: California Wadsworth
Publishing Company.
Benewitz, E. A. (2001) Cliffs Quick Review Principles of Management New York:
Published by Hungry Minds, Inc.
Bovee, C. & Thill, J. (2008) Business Communication Today 9th
Edition Person
Prentice Hall
Bryman, A. & Bell, E. (2011) Business Research Methods 3rd
Edition New York:
Published in the United States by Oxford University Press Inc.
Bulmer, M. (2004) Questionnaires 1st Edition London Sage Benchmarks in Social
Science Research Methods - Sage Publications
56
Burgess, T. (2001) A General Introduction to the Design of Questionnaire for Survey
Research
Cozby, P.C. (2001) Methods in Behavioral Research 9th
Edition New Delhi:
McGraw Hill.
Franceschini, F., Galleto, M. & Maisano, D. (2007) Management by Measurement
Designing Key Indicators and Performance Measurement Systems
Garnett, J. L. (1992). Communicating for Results in Government: A strategic Approaches
for Public Managers San Francisco: Jossey-Bass Publishers.
Gartner, (2008) Gartner Says Emerging Nations Will Make ICT Industry ‘Borderless’ by
2015,” Gartner Group.
Gibson, (2009) Organizations, Behaviour, Structure, Processes 13th
Edition Published by
Mc Graw Hill/Irwin, a business Unit of the Mc Graw-Hill Companies, Inc.
Gong, L. (2006) Problems and optimization of Performance Management of enterprises
Security Times
Gupta, C.B. (2005). Management theory and Practice. 8th Edition, Sultan Chand &
Sons: New Delhi.
Himstreet, W. & Baty, W. (1981) Business Communication Principles and Method
6th
Edition Kent Publishing Company
Hybels, S. & Weaver II, R. (2007) Communicating Effectively 8th
Edition. New York:
published by McGraw-Hill, a business Unit of the McGraw-Hill Companies.
Jonson, B. & Willium, K. (2004) Introducing Management A Development guide
2nd
Edition
Koontz, H. & Weihrich, H. (2004) Essentials of Management 6th Edition Published by
Tata McGraw-Hill.
Kothari, C (2008) Research Methodology: Methods and Techniques, New Delhi, New
57
Kothari, C.R. (2004) Research Methodology Method and Techniques 2nd
Revised
Edition.
Lebans, M. & Euske, K. (2006) A conceptual and Operational Delineation of
Performance” Business Performance Measurement, Cambridge University Press
Locer, K.O. (2006) Business and Administrative Communication 7th
Edition New York:
Published by McGraw Hill a business unit of The McGraw-Hill Companies.
Martinez, D. (2004). Small Organizations Must Transition Into a Communication Style
that Supports a Culture of Employee and Organizational Growth.
Matiku, E.J. (2003) Management and Organization
Miller, K. (1995). Organizational communication: Approaches and Processes. Belmont
CA: Wadsworth.
Msabila, & Nalaila, (2013) Research Proposal and Dissertation Writing: Principles and
Practices Nyambari Nyangwine Publishers, Dar es Salaam.
Nelson, B. & Economy, P. (1956) The Management bible published by John Wiley and
Sons, Inc.Hoboken New Jersey.
Newstrom, J.W. & Davis, K. (2002) Organizational Behaviour -Human Behaviour
at Work 11th
Edition Mc Graw Hill Company.
Ngirwa, C.A. (2005). Human Resources Management in African Work
Organizations, University of Dar es salaam, National Printing Co. Ltd
Payne, G. & Payne, J. (2004) Key Concepts in Social Research, London: Sage
Publications.
Pearson, (2003) Human Communication published by McGraw-Hill, a business of the
McGraw-Hill Companies, Inc., Avenue of the Americas, New York. Public
Managers San Francisco: Jossey-Bass Publishers.
Rho, E. (2009). Impact of Organization Communication on Public and Non-profit
Managers‟ Perception of Red tape, The University of Georgia
58
Robbins, S. P. (2001). Organizational behavior 10th
Edition Upper Saddle River, NJ:
Prentice Hall.
Rosenblatt, S. B., Cheatham, T. R. & Watt J. T. (1982) Communication in Business
2nd
Edition. Prentice - Hall Inc., Englewood Cliffs, NJ 97632
Rothwell, W.J. & Kazanas, H.C. (2003) Planning and Managing Human Resources
Strategic for Personnel Management 2nd
Edition. Amherst Road: Published by
Human Resource Development Press
Sclater, N. (2001). Online Collaborative Design Projects: Overcoming Barrier to
Communication.
Stevenson, J. (2007). Operation Management. 9th
Edition. New York: Published by Mc
Graw- Hill /Irwin. .
Stoner, (2006) Management Prentice Hall International, Inc. 6th
Edition International
Edition, UK
Tanuja, A. (2007). Strategic Human Resource Management Published In India Oxford
University Press.
Thomas, M. (2007) Mastering People Management 2nd
Edition Rivington Street London
EC2A 3DU: Published by Thorogood.
URT (2003) National Information and Communications Technologies Policy
URT (2004) Medium Term Strategic Plan
Wood, A.F. (2003) Communication. An Introduction to the Field of Communication
2nd
Edition Wadsworth, a division of Thomson Learning, Inc.
Yates, J. & Orlikowski, W. (1992) Genres of Organizational Communication: A
Structural Approach to Studying Communication and Media.
Yin, R. K (2003) Case Study Research: Design and Methods (3rd Ed). Sage Publications
Yount, R. (2006) Research Design and Statistical Analysis for Christian Ministry
59
Periodicals (Report, Journals and Articles)
Adobe, A.A. (2012) Effectiveness of Organizational Communication in the Global Age
Mediterranean Journal of Social Science, Vol 13 (15) Oko-Anambra State,
Nigeria
African Journal of Education and Technology, Volume 1 Number 1, April 2011.
Cornell University, (2001) Improving Organizational Performance
Doyle, P. (1994). Setting Business Objectives and Measuring Performance, European
Management Journal.
Henry, J. (1990) Practical Sampling London: Sage Publications.
Husain, Z. (2013) Effective communication brings successful organizational change.
The Business & Management Review, Vol 3 Number 2 Aligarh, India.
Immigration News 2011 Toleo Maalumu : Tumetoka wapi? Tuko wapi? Tunakwenda
wapi. Issue No 15 December.
Immigration News 2014 Toleo Maalumu: Miaka 50 ya Mapinduzi ya Zanzibar, Januari.
Jabareen, Y. (2009) Building a Conceptual Framework: Philosophy, Definitions and
Procedure. International Journal of Qualitative Methods
Mtega, W. & Ronald, B. (2013) The State of Rural Information and Communication
Services in Tanzania: A Meta-Analysis. International Journal of Information
and Communication Technology Research
Rapert, M.I., Velliquette, A. & Garretson, J.A. (2002) ‟The Strategic Implementation
Process Evoking Strategic Consensus through Communication‟‟ Journal of
Business Research, 55, 301- 310
Sheoran, J. (2012). Technological Advancement and Changing Paradigm of
Organizational Communication International Journal of Scientific and Research
Publications
60
Skerlavay, M., Indihar, M. S., Skrinjar, R., & Dimovski, V. (2007) Organizational
Learning Culture-the Missing Link between Business Process Change and
Organizational Performance. Int. J. Production Economics, 106(2), 346–367.
Traber, M. (1989). African Communication: Problems and Prospects. Africa Media
Review, Vol. 3, No. 3.
URT (2013) Report of the Committee of Permanent Assembly of Land, Natural
Resources and Environment on the Evaluation of Problems created by the
Eradication Operation
Zou, S. and Stan, S. (1998). The Determinants of Export Performance: A review of
Empirical Literature Between 1987 and 1997, International Marketing
Review, Vol 15, pg 333- 356..
WEBSITES
www.immigration.go.tz
OTHER SOURCES (papers and dissertation)
Becker-Beck U., Winter, M., & Brog, A. (2005) Principles of Regulating Interaction in
Teams Practicing Face-to-Face Communication Versus Teams Practicing
Computer-Mediated Communication,” Small Group Research
Boyaci, C. (1996) The Importance of Communication within Organizations: A Research
on Two 5 Star Hotels in Antalya Region. Akdeniz University Basımevi, Antalya.
Costantine, D. (2013) Social Media and Organizational Performance among Civil
Society Organizations in Tanzania Un published Master Thesis, University of Dar
es Salaam
Wang, Yan (2013) The Role of Communication in enhancing employees‟ Organizational
Commitment: Exploring the Relationship between Social emotional Oriented –
Communication, Work Oriented Communication and Organizational
Commitment in China. Un published Master Thesis, Uppsala University.
61
APPENDICES
Appendix I
QUESTIONNAIRE FOR IMMIGRATION STAFF
Dear respondent,
I Saleh Abbas Moh‟d a student at Mzumbe University, pursuing a Masters Degree in
Human Resource Management. I am conducting dissertation on (The role of
communication in enhancing organizational performance in Public Sector - Case study
of Immigration Department Zanzibar). The findings of this study will be only for
academic purpose not otherwise and the information given will be secured, your
cooperation will be highly appreciated. Kindly help me to answer the following
questions.
Hints to consider:
You are not supposed to write your name on this paper
Please answer all questions in full
The information given will be treated confidentially
SECTION A: Demographic Information
1. Name of your department.........................................................................................
2. Job title......................................................................................................................
3. What is your age group? (tick)
4. (a) 18-25 (b) 25-35 (c) 35-45 (d) 45-55 (e) above 55
5. Gender (tick where applicable)
(a) Male (b) Female
6. 4. What is your level of education?
(a) Primary education ( )
(b) Secondary education ( )
(c) Diploma ( )
(d) University degree ( )
(e) Above University degree ( )
62
SECTION B: Work related Information
1. How long have you been working in this organization?
…………………………………………………………………………………………
2. Briefly provide your understanding on the meaning of Communication.
……………………………………………………………………………….................
3. What are major types of communication implemented in your organization?
…………………………………………………………………………………….........
4. How do you receive feedback concerning your routine work you do?
………………………………………………………………………………………….
5. How do you consider the quality of services that you offer to customers?
………………………………………………………………………………………….
6. Does your organization adhere to employees‟ commitment to their assigned duties?
……………………………………………………………………………..
……………………………………………………………………………………...
7. What are the main challenges that your organization has been facing resulting from
ethical behaviours of immigration staff?
…………………………………………………………………………………………
………………………………………………………………………………...
8. Does employees‟ commitment increase quality services of your organization?
…………………………………………………………………………………………
……..................................................................................................................
9. To what extent employees‟ commitment support productivity of your
organization?..................................................................................................................
..............................................................................................................................
10. In what ways appropriate feedback improve quality services of the
organization?..................................................................................................................
..............................................................................................................................
11. How appropriate feedback support productivity within the organization?
……………………………………………………………………………………………
………………………………………………………………………………………
63
12. To what extent employees‟ ethics can easily deliver quality services of the
organization?
……………………………………………………………………………………………
……………………………………………………………………………………….
13. How employees‟ ethics enhance productivity of the organization?
……………………………………………………………………………………………
………………………………………………………………………………………
14. What are possible consequences of ineffective communications?
……………………………………………………………………………………………
…………………………………………………………………………….................
15. What ways should the management of Immigration does to ensure that
organizational communication increases performance at work place?
…………………………………………………………………………………………
………………………………………………………………………………...………
……………………………………………………………………………...
Thank you very much for your cooperation
Saleh Abbas Mohd
MSc.HRM - Mzumbe University
64
Appendix ii
DODOSO KWA WAFANYAKAZI WA UHAMIAJI
Mpendwa,
Mimi Saleh Abbas Moh‟d ni mwanafunzi wa Chuo Kikuu cha Mzumbe ninachukua
Shahada ya Uzamili katika fani ya Sayansi ya Rasilimali watu. Kwa sasa ninafanya
Utafiti kuhusu Nafasi ya Mawasiliano katika kuleta ufanisi wa Taasisi. Eneo la Utafiti
huo ni Idara ya Uhamiaji Zanzibar. Taarifa utakazotowa itakuwa ni siri zitatumika kwa
ajili ya Utafiti tu na si vyenginevyo.
Mambo ya Kuzingatia
Tafadhali unaombwa kujibu maswali kwa umakini na
Usiandike jina lako katika karatasi hii
SEHEMU A: Taarifa binafsi
1. Jina la Taasisi yako.....................................................................................................
2. Nafasi yako ya kazi.....................................................................................................
3. Umri wako kundi lipi? (weka alama)
(a) 18-25 (b) 25-35 (c) 35-45 (d) 45-55 (e) above 55
4. Jinsia
(a) Mwanamme (b) Mwanamke
5. Kiwango cha elimu ulichonacho?
(a) Elimu ya Msingi ( )
(b) Elimu ya Sekondari ( )
(c) Diploma ( )
(d) Shahada ya Kwanza - degree ( )
(e) Zaidi ya shahada ya Kwanza ( )
SEHEMU: B
1. Kwa muda umefanya kazi katika Taasisi hii? ....……………………………………
2. Jee ufahamu nini kuhusu maana ya mawasiliano? Eleza kwa ufupi.
………………………………………………………………………………………….
6. Taja aina kuu za Mawasiliano zinazotumika katika Taasisi yako?
……………………………………………………………………………………………
………………………………………………………………………………………
65
4. Ni kwa jinsi gani unapata taarifa za utendaji wako wa kazi za kila siku?
………………………………………………………………………………………….
5. Kwa namna gani unaangalia ubora wa huduma unazozitoa kwa wateja?
………………………………………………………………………………………….
6. Jee Taasisi yako inzingatia kujikubalisha kwa wafanyakazi kulingangana na
dhamana walizopewa?
……………………………………………………………………………………...
7. Ni changamoto gani Taasisi yako imekuwa ikikumbana nazo kuhusiana na
maadili ya wafanyakazi?
……………………………………………………………………………………
……………………………………………………………………………….
8. Jee kujikubalisha kwa wafanyakazi kunaongeza ubora wa huduma zitolewazo na
wafanyakazi wako?
……………………………………………………………………………………………
……………………………………………………………………………………….
9. Kwa kiasi gani kujikubalisha kwawafanyakazi kunakuza uzalishaji katika Taasisi
yako?
………………………………………………………………………………………….
10. Ni kwa namna gani mrejesho sahihi wa taarifa unachangia kunyanyua huduma
zilizobora kwa Taasisi?
……………………………………………………………………………………………
………………………………………………………………………………………
11. Vip mrejesho sahihi wa taarifa unasaidia uzalishaji?
……………………………………………………………………………………………
………………………………………………………………………………………
12. Kwa kiasi gani maadili ya wafanyakazi yanaweza kuleta huduma bora kwa
Taasisi yako?
……………………………………………………………………………………………
……………………………………………………………………………………….
13. Vip maadili yanapelekea uzalishaji katika Taasisiyako?
……………………………………………………………………………………………
…………………………………………………………………………………….....
66
14. Madhara gani Taasisi inaweza kuyapata kwa kukosa kuwa na mfumo mzuri wa
mawasiliano?
…………………………………………………………………………………………......
……………………………………………………………………………………………
……………………………………………………………………………………….
………………………………………………………………………………………….
15. Pendekeza njia gani zichukuliwe na Uongozi wa Uhamiaji katika kuhakikisha kuwa
mfumo wa mawasiliano unakuza Idara na utendaji katika eneo la kazi.
…………………………………………………………………………………………......
..............................................................................................................................................
...............................................................................................................................
Ahsante sana kwa Mashirikiano
Saleh Abbas Mohd
MSc.HRM - Mzumbe University
67
Appendix iii
QUESTIONNAIRE FOR FOREIGN INVESTORS
Dear respondent,
I Saleh Abbas Moh‟d a student at Mzumbe University, pursuing a Masters Degree in
Human Resource Management. I am conducting dissertation on (The role of
communication in enhancing organizational performance in Public Sector - Case study
of Immigration Department Zanzibar). The findings of this study will be only for
academic purpose not otherwise and the information given will be secured, your
cooperation will be highly appreciated. Kindly help me to answer the following
questions.
Note:
Please answer all questions in full
Is not necessary to write your name
The information given will be treated confidentially
SECTION A: Personal Profile
1. Name of your organization……….............................................................................
2. Job Title......................................................................................................................
3. Age group. (Tick)
(a) 25-35 (b) 35-45 (c) 45-55 (d) above 55
4. Gender. Put appropriate
(a) Male (b) Female
5. Your level of education. (Tick appropriate one)
(A) Primary education ( )
(B) Secondary education ( )
(C) Diploma ( )
(D) Degree ( )
(E) Masters and Above ( )
68
SECTION B: Job related Information
1. How long have you been working with your respective organization?
…………………………………………………………………………………………
2. provide your understanding on term communication?
……………………………………………………………………………………………
………………………………………………………………………………………
3. Is there any communication link between your organization and Immigration
Department? Yes { }/ No { }
4. If yes how? And if no how in the relation to the answer has given to question three?
..………………………………………………………………………………………
……………………………………………………………………………………………
……………………………………………………………………………………….
7. How much information do you often receive about changes appeared in the
Immigration Department?
……………………………………………………………………………………….……
……………………………………………………………………………………….
8. Does the management of Immigration pay attention to foreign investors‟ suggestions
relating to the quality services?
………………………………………………………………………………………….
9. How you consider quality of services provided by Immigration Department?
..............................................................................................................................................
....................................................................................................................................
10. Do you think that employees of Immigration perform their duties ethically?
a. Yes ( )
b. No ( )
11. If yes why and if no why. Please give reasons.
69
12. For your opinions and experience through services rendered by Immigration, do you
think that employees are committed with their duties?
……………………………………………………………………………………………
……………………………………………………………………………………………
……………………………………………………………………………………
13. Are you satisfied with the way Immigration employees communicate with you?
Yes { } or No { }
14. Give reasons to the above answer:
………………………………………………………………………………………….
.........……………………………………………………………………………………
………………………………………………………………………………… ………
15. Suggest for appropriate mechanisms that can be applied by the Immigration
Department and add more value in its operations of day to day business.
………………………………………………………………………………………….
………………………………………………………………………………………….
Thank you very much for your cooperation
Saleh Abbas Mohd
MSc. HRM - Mzumbe University
70
Appendix iv
INTERVIEW GUIDE TO THE DEPUTY COMMISSIONER
ADMINISTRATION AND FINANCE, HEAD OF DEPARTMENTS AND
SUPERVISORS
1. For how long have you been working in Immigration Department Zanzibar?
2. What are real types of communication most frequent used in your organization?
3. What are the factors that influence communication system in organizational
performance in the Department of immigration?
4. What role does communication play in enhancing organizational performance of
the Immigration Department?
5. How often does Management take initiatives to discuss organizational strategy
with employees and other stake holders?
6. Are there sufficient opportunities within and outside organization to critically
reflect on suggestions for more improvement?
7. What challenges does Immigration Department face in applying communication
that ensures organization performance?
8. What are the consequences of ineffective communication on organizational
performance at Immigration Department Zanzibar?
9. What changes do you suggest to be introduced so as to make communication
satisfy all stakeholders?