CHAPTER ONE

THE PROBLEM AND ITS SCOPE

1.1 Background of the Study

The importance of communication during intended change has been
empirically demonstrated and commonly agreed among practitioners. The
empirical picture appeared indicated that organizational change and
communication process are
inextricably related processes (Lewis, 1999). Recent studies about
communication show that communication has positive correlation with many
organizational outputs like organizational commitment, performance,
organizational citizenship behaviors, and job satisfaction. In contrast
communication failure may cause functionless results like stress, job
dissatisfaction, low trust, decrease in organizational commitment, severance
intention, and absence (Bastien, 1987; Malmelin, 2007) and this can affect
organization‘s efficiency negatively (Zhang & Agarwal, 2009).
Communication during organizational change reduces resistance to change.
When resistance to change levels is low within an organization, the change-
effort turns out to be more productive. The change plan is dependent of
capacity of the organization to change the individual performance of each
employee (Goodman & Dean, 1982; Robertson et al., 1993, Tannenbaum,
1971).
Organizational change has widely become an area of focus in management
literature. Despite the growing significance and research, many of the
attempts to generate organizational change fail. Recent studies reveal that
change efforts often suffer a dismal fate. Some research indicates a failure
rate of onethird to two-thirds of major change initiatives (Beer & Nohria,
2000; Bibler, 1989); more pessimistic results suggest a higher rate of failure
(Burns, 2004) that may reach up to 80 to 90 percent (Cope, 2003) or may
make the situation even worse (Beer et al., 1990). Researchers have found
that at least more than half of all the organizational change programs do not
reach the results which they intended to produce (Bennebroek et al., 1999).
Poorly managed change communication results in rumors and resistance to
change and

1
enlarging the negative aspects of the change (DiFonzo et al., 1994; Smelzer
& Zener 1992). Communication is considered to be vital for the effective
implementation of organizational change (DiFonzo & Bordia, 1998).
Since organizational change introduces variation of tasks given to individual
employees, transmission of information to these employees on future change
is an essential and integrative part of the change strategies.
The Business & Management Review, Vol.3 Number-2, January 2013 44
The objective of this paper is to focus on the role of communication while
managing changes in business organizations. It appreciates the need for
communication during organizational change. The strategies to make
employees educate and understand the need for change is also described.
The paper also aims at building a change communication model by
identifying the various variables which affect communication process and
resulting in successful organizational change
Organizational change is the continuous process of aligning an organization
with its market place and doing it more responsively and effectively than
competitors. Thus, organizational change management is a continuous
process of experiment and adaptation aimed at matching organizational
capabilities to the needs and dictates of a dynamic business environment
Rogers (1995). As such, in a highly competitive environment, organizational
change becomes indispensable for greater success and excellence. This is
due to the dynamism of the internal and external business environment. But
in spite of the importance of change management to organization success,
employees in most organization resist change, sequel to wrong perception
and their in ability to adapt to new development and shifting from their
current point. As such, organizational scholars have long acknowledge the
importance of communication strategy in explanation of organizational
change in order to clearly communicate in advance, the short and long term
effect as well as the benefits and short comings of such change
management. This is in order to avoid potential loss that could arise from
cynicism in certain group of employees and consequently change resistance
Langham (1996). In organization, most problems and challenges are
generated by competition, advance technology, mergers, expansion, product
quality maintenance, or enhancing

2
employee efficiency on the one hand and rapid growth, new business
venture, exciting opportunities, innovation, and new leadership and
management approaches on the other (Madsen et al, 2005). To overcome
these challenges, organizations are often under pressure for survival and
stay competitive in future. In such adverse environment, employee attitude
and behavior to accept organizational change is considered important for
management and change agents for successful organizational change.

1.2 Statement of the Problem

Organizations are basically confronted with issue of
change resistance by
employee. This has been a big challenge as well as impediment to
management of
organization during such period. This is attributed to constraints arising
from the
inability of management to communicate such change in advance through
effective
communication before implementation. Communication problems are
common place
when change are not clearly identified Lewis (2007). Not only do they cause
a drain on
profitability, but also the effectiveness of management declines. In the work
of
Dawson (20015), he opined that there are many underlying reasons
why
communication often falls short of the ideas, which are ―vebal
communication and non
verbal communication‖ are addressed with some general issues within the
relationship
betweeninformation and communication in organizations.
Lewi‘s (2007) research
findings, the most frequently noted categories of problem encountered by
the company
in transition are ―communicating vision‖ and negative attitudes‖. If an
organization‘s
management does not consider which communication behaviors, it wishes to
foster for
its success, the signals it sends to employees may be inconsistent or
counterproductive.
Thus managers should consider conveying clear communication behavior
expectations
as a fundamental element of strategy. In doing so, firms might pursue
communication
audits which involve ethnographic analysis, including observational and
interviewing, to
learn exactly what organizational policies are operating Gilsdorf, (2008).
Moreover,
moves on to argue that analysis of organizational culture should be
conducted in order
to help determine communication strategy used to solve the problem. This
has cause

3
organization to suffer loss arising from change resistance. Hence the need to
investigate the effect of employee communication skill on organizational
change becomes imperative.
This is so sequel to gap created by inadequate researches on the subject
which has great importance to organizational growth

1.3 Research Objective

1.3.1 General Objective

The main aim of this study was to assess the relationship between
employee communication skill and organizational change in premier bank
Hargaisa, Somaliland

1.3.2 Specific Objective

1. To determine the profile/characteristics of the respondents in terms of:
Age, gender, marital status, educational background, and work
experience in premium bank Hargaisa, Somaliland.
2. To determine the level of employee communication skill in premium
bank Hargaisa, Somaliland.
3. To determine the level of organizational change in premium bank
Hargeisa, Somaliland.
4. To determine if there is a significant relationship between employee
communication skill and organizational change in premium bank
Hargaisa, Somaliland.

1.4 Research Question

1. What are the profile/characteristics of the respondents in terms of:
Age, gender, marital status, educational background, and work
experience in premium bank Hargaisa, Somaliland?
2. What is the level of employee communication skill in premium bank
Hargeisa, Somaliland?
3. What is the level of organizational change in premium bank Hargeisa,
Somaliland?

4
 4. Is there a significant relationship between employee communication
skill and organizational change in premium bank Hargaisa, Somaliland?

1.5 Scope of the Study

1.5.1 Geographical Scope
The study was carried out in Hargaisa area which located in
mountainous will take especially premier bank headquarter.

1.5.2 Theoretical Scope

The theoretical framework for this research, goal setting theory, was
originally constructed to examine motivation through the relationship of
conscious goals and level of task performance in primarily industrial and
organizational settings. ―A goal is the object or aim of an action, for
example, to attain a specific standard of proficiency, usually within a
specified time limit‖ (Locke & Latham, 2002, p. 705).
The purpose of goal setting theory is to predict, explain, and manipulate
performance on organizational tasks (Lock & Latham, 2002). Goal setting
and goal setting theory have been researched for more than 30 years, and
goals and their relationship to performance have developed many theoretical
constructs. These constructs include the core of the goal in terms of
specificity and difficulty. For instance, the most difficult goals produce the
highest levels of performance as long as the individual‘s ability was not
exceeded and commitment to the goal did not change. Also, specific and
difficult goals lead to a higher level of performance than vague goals like
―do your best‖ (Locke, 1996; Locke & Latham, 2002; Locke & Latham,
2006). More components of goal setting theory include moderators like the
level of goal commitment (Hollenbeck & Klein, 1987; Klein, Wesson,
1.5.3 Content Scope
This study will be limited on the effect of employee communication skill
which is verbal and non verbal and organizational change motivation and
training especially in premier bank in Hargeisa which will be consider as a
research case study. The study will employee both primary and secondary
data sources of which journals newspapers interview

5
1.5.4 Time Scope
This research it will take and continues from February to May 2019

1.6 Significant of Study

The study would be important to corporate organizations, individual,
scholars and researchers. To corporate organization the study will be used as
a basis for policy formulation and decision making regarding organizational
change. The study will benefit individual scholars and researchers who may
wish to use this project report as a basis for further studies. The study will
also add to the existing knowledge in the role of communication in
organizational change.

1.7 Conceptual Framework

INDEPENDENT VARIABLE DEPENDENT VARIABLE
Employee
Organizational change
communication Skill
1:motivation
1:verbal
2: training
2:non verbal
1.8 Definition of Term
Employee communication skills the ability to convey information to
another effectively and efficiently. Business managers with good verbal non
verbal and written communication skill help facilitate the sharing of
information between people within a company forts commercial benefit.
Verbal communication: better at resolving conflicts or problem
Non verbal communication: communication without the use of spoken
language
Organizational change: is both the process in which an organization
changes its structure, strategies, operational methods, technologies, or
organizational culture to affect change within the organization and the
effects of these changes on the organization. Organizational change can be
continuous or occur for distinct periods of time
Motivation: motivation is the word driving force which affects the choice of
alternatives the behavior of a person

Training: the action of teaching a person a particular skill

CHAPTER TWO
 LITERATURE REVIEW

2.1 Employee Communication Skill

Communication can be defined as the process of transmitting
information and common understanding from one person to another (Keyton,
2011). Itis the creation or exchange of thoughts, ideas, emotions, and
understanding between sender(s) and receiver(s). It is essential to building
and maintaining relationships in the workplace. Although administrators
spend most of their time communicating (sending or receiving information),
one cannot assume that meaningful communication occurs in all exchanges
(Dunn, 2002). Once a memorandum, letter, fax, or e-mail has been sent,
many are inclined to believe that communication has taken place. However,
communication does not occur until information and understanding have
passed between sender and the intended receiver. To make oneself
understood as intended is an important part of communication. A receiver
may hear a sender but still not understand what the sender‘s message
means. Being constantly engaged in encoding and decoding messages does
not ensure that an administrator is an expert in communication.
Understanding is a personal matter between people, and different people
may interpret messages differently. If the idea received is not the one
intended, communication has not taken place; the sender has merely spoken
or written. These are the top 10 communication skills of employees.

2.1.1 Listening
Being a good listener is one of the best ways to be a good
communicator. No one likes communicating with someone who only cares
about putting in her two cents and does not take the time to listen to the
other person. If you're not a good listener, it's going to be hard to
comprehend what you're being asked to do. Take the time to practice active
listening. Active listening involves paying close attention to what the other
person is saying, asking clarifying questions, and rephrasing what the person
says to ensure understanding ("So, what you're saying is…"). Through active
listening,
7
you can better understand what the other person is trying to say, and can
respond appropriately.

2.1.2 Nonverbal Communication

Your body language, eye contact, hand gestures, and tone all color the
message you are trying to convey. A relaxed, open stance (arms open, legs
relaxed), and a friendly tone will make you appear approachable, and will
encourage others to speak openly with you. Eye contact is also important;
you want to look the person in the eye to demonstrate that you are focused
on the person and the conversation (however, be sure not to stare at the
person, which can make him or her uncomfortable). Also pay attention to
other people's people's nonverbal signals while you are talking. Often,
nonverbal signals convey how a person is really feeling. For example, if the
person is not looking you in the eye, he or she might be uncomfortable or
hiding the truth.
• Nonverbal Communication Skills
• How to Use Nonverbal Communication During a Job Interview

2.1.3. Clarity and Concision

Good communication means saying just enough – don‘t talk too much
or too little. Try to convey your message in as few words as possible. Say
what you want clearly and directly, whether you're speaking to someone in
person, on the phone, or via email. If you ramble on, your listener will either
tune you out or will be unsure of exactly what you want. Think about what
you want to say before you say it; this will help you to avoid talking
excessively and/or confusing your audience.
• Verbal Communication Skills

2.1.4. Friendliness
Through a friendly tone, a personal question, or simply a smile, you will
encourage your coworkers to engage in open and honest communication
with you. It's important to be nice and polite in all your workplace
communications. This is important in both face-to-face and written
communication. When you can, personalize your emails to coworkers and/or
employees – a quick "I hope you all had a good weekend"
8
at the start of an email can personalize a message and make the recipient
feel more appreciated.
• Interpersonal Skills List
• Life Skills List
• Personal Skills List
• Social Skills List

2.1.5. Confidence
It is important to be confident in your interactions with others.
Confidence shows your coworkers that you believe in what you‘re saying and
will follow through. Exuding confidence can be as simple as making eye
contact or using a firm but friendly tone. Avoid making statements sound
like questions. Of course, be careful not to sound arrogant or aggressive. Be
sure you are always listening to and empathizing with the other person.
• How to Show Your Personality at an Interview 6. Empathy Even when you
disagree with an employer, coworker, or employee, it is important for you to
understand and respect their point of view. Using phrases as simple as "I
understand where you are coming from" demonstrate that you have been
listening to the other person and respect their opinions.
2.1.6. Open-Mindedness
A good communicator should enter any conversation with a flexible,
open mind. Be open to listening to and understanding the other person's
point of view, rather than simply getting your message across. By being
willing to enter into a dialogue, even with people with whom you disagree,
you will be able to have more honest, productive conversations.
2.1.7. Respect
People will be more open to communicating with you if you convey
respect for them and their ideas. Simple actions like using a person's name,
making eye contact, and actively listening when a person speaks will make
the person feel appreciated. On the phone, avoid distractions and stay
focused on the conversation. Convey respect

9
through email by taking the time to edit your message. If you send a sloppily
written, confusing email, the recipient will think you do not respect her
enough to think through your communication with her.

2.1.8 Feedback
Being able to appropriately give and receive feedback is an important
communication skill. Managers and supervisors should continuously look for
ways to provide employees with constructive feedback, be it through email,
phone calls, or weekly status updates. Giving feedback involves giving
praise as well – something as simple as saying "good job" or "thanks for
taking care of that" to an employee can greatly increase motivation.
Similarly, you should be able to accept, and even encourage, feedback from
others. Listen to the feedback you are given, ask clarifying questions if you
are unsure of the issue, and make efforts to implement the feedback.
• Motivational Skills
• Team-Building Skills
• Teamwork Skills

2.1.9. Picking the Right Medium

An important communication skill is to simply know what form of
communication to use. For example, some serious conversations (layoffs,
changes in salary, etc.) are almost always best done in person. You should
also think about the person with whom you wish to speak – if they are very
busy people (such as your boss, perhaps), you might want to convey your
message through email. People will appreciate your thoughtful means of
communication, and will be more likely to respond positively to you.

2.2 Communication Process

Two common elements in every communication exchange are the
sender and the receiver. the definition and identifies the important elements
of the communication process (Mcs hare & Von Glinow, 2003)
illustrates the communication process. The sender initiates the
communication. A sender uses words and symbols to put forth information
into a message for the

10
receiver, the individual(s) receiving the message. In the workplace, the
sender is a person who has a need or desire to convey an idea or concept to
others, the sender is a person, department, or unit of an organisation or
system who originates the message. The sender encodes the idea by
selecting words, symbols, or gestures with which to compose a message. The
message is the outcome of the encoding, which takes the form of verbal,
nonverbal, or written language. The receiver is the individual to whom the
message is sent, the receiver decodes the received message into meaningful
information. Accurate decoding of the message by the receiver is
critical to effective communication. The closer the decoded message gets to
the intent of the sender, the more effective the communication. However,
environmental and personal barriers can hamper the communication
process. A barrier is anything that distorts the message. Different
perceptions of the message, language barriers, interruptions, emotions, and
attitudes are examples of barriers. Finally, feedback occurs when the
receiver responds to the sender's message and returns the message to the
sender. Feedback allows the sender to determine whether the message has
been received and understood. Feedback is the destination‘s reaction to a
message (Certo, 1992). It is an important element of communication since it
allows for information to be shared between the receiver and sender in a
two-way communication. The elements in the communication process
determine the quality of communication. A problem in any one of these
elements can reduce communication effectiveness (Keyton, 2011).

2.2.1 Channels of Communication

A message is sent through a medium or channel, which is the carrier of
the communication. Selection of the particular medium for transmitting the
message can be critical, because there are many choices. The medium can
be verbal, nonverbal, written, computer-aided or electronic. For written
media, an administrator or other organization members may choose from
memos, letters, reports, bulletin boards, handbooks, newsletters, and the
like. For verbal media, choices include face-to-face conversations, telephone,
computer, public address systems, closed-circuit
11
television, tape-recorded messages, sound or slide shows, e-mail, and so on.
Nonverbal gestures, facial expressions, body position,
and even clothing can transmit messages. People decode information
selectively (Keyton, 2010).

2.2.2 Importance of Communication

There is no denying the importance of communication in the
workplace, considering the fact that in an organization people belonging to
different social and professional backgrounds come together to work for the
same goals. Often it is seen that administrators do not realize the
importance of communication at work and thus do not convey their ideas,
organizational goals, vision, etc. very clearly. When administrators in an
organization are unable to create an environment which promotes open and
clear communication, it can have negative repercussions on the work culture
and the employee productivity. The importance of effective workplace
communication is discussed below:
Creates job satisfaction-Organizations which encourage an open and easy
correspondence between seniors and subordinates face lesser employee
turnover. If the work environment is friendly where the subordinates are
encouraged to communicate their ideas to their administrators regarding
work-related issues, and their feedback is given due consideration, it
motivates the employees to work better and makes them feel valued in the
organization. Thus, effective communication in the workplace helps in
building loyalty and trust which eventually attributes to greater job
satisfaction.

Lesser conflicts- Open communication in the workplace can help prevent and
resolve many conflicts.
Workplace conflicts are easily resolved through open and clear
communication and mutual discussions; this can lead to personal and
professional growth.
Increases productivity- Effective communication at work is the most
important issue for the success and failure of an organization. Every
organization has a set of clearly defined goals, objectives and vision. If an
administrator is clear in his/her

12
communication, the subordinates will know exactly what the organization
wants and thus, will be able to deliver the same to the best of their abilities.
Thus, the importance of communication skills can be judged from the fact
that it leads to better deliverance of work, increasing workplace productivity.
Formation of relationships- Open communication, whether between the
employees and administrators or between the management and employees,
leads to the formation of better personal and professional relationships. This
makes the employees feel genuinely cared and valued for, and they are
more likely to remain loyal to the organization. This creates a friendly
environment and promotes a better working relationship which is conducive
to the work. Proper utilization of resources- If an organization faces
problems, crisis and conflicts due to miscommunication between the staff
members, it causes unnecessary delays in the daily work. This leads to
wastage of resources and lowers the overall work productivity. So an
environment of good communication is a must for any organization to better
utilize its resources and increase productivity.

2.2.3. Barriers to Effective Communication

An administrator has no greater responsibility than to develop effective
communication (Pauley, 2010). Why then does communication break down?
On the surface, the answer is relatively simple. The elements of
communication as the sender, the encoding, the message, the medium, the
decoding, the receiver, and the feedback have been identified. If barriers
exist in these elements in any way, complete clarity of meaning and
understanding does not occur. According to Shaw (2011) the greatest
problem with communication is the illusion that it has been accomplished. As
illustrated in several forms of barriers can impede the communication
process. Rakish and Darr (2000) classify these barriers into two categories:
environmental and personal. Both barriers can block, filter, or distort the
message as it is encoded and sent, as well as when it is decoded and
received.
13
2.2.3.1. Environmental Barriers
Environmental barriers are characteristic of the organization and its
environmental setting. Examples of environmental barriers include
competition for attention and time between senders and receivers. Multiple
and simultaneous demands cause messages to be incorrectly decoded. The
receiver hears the message, but does not understand it. Due to inadequate
attention paid to the message, the receiver is not really ―listening.‖
Listening is a process that integrates physical, emotional, and intellectual
inputs into the quest for meaning and understanding. Listening is effective
only when the receiver understands the sender‘s messages as intended.
Thus, without engaging in active listening, the receiver fails to comprehend
the message.
Time is another barrier. Lack of time prevents the sender from carefully
thinking through and thoroughly structuring the message accordingly, and
limits the receiver‘s ability to decipher the message and determine its
meaning. Other environmental barriers include the organization‘s managerial
philosophy, multiple levels of hierarchy, and power or status relationships
between senders and receivers (Sanchez & Guo, 2005).
Managerial philosophy can promote or inhibit effective communication.
Managers who are not interested in promoting intra-organisational
communication upward or disseminating information downward will establish
procedural and organisational blockages. By requiring that all
communication follow the chain of command, lack of attention and concern
toward employees is a sign of a managerial philosophy that restricts
communication flows. Furthermore, when subordinates encounter
administrators who fail to act, they are unwilling to communicate upward in
the future, because communications are not taken seriously. Managerial
philosophy not only affects communication within the organization, but also
impacts the organization‘s communications with external stakeholders.
Power or status relationships can also effect transmission of a message. An
unharmonious supervisor–subordinate relationship can interfere with the flow
and content of information. Moreover, a staff member‘s previous experiences
inthe workplace may prevent open communication due to fear of negative
sanctions as a

14
result. For instance, a poor supervisor–subordinate relationship inhibits the
subordinate from reporting that the project is not working as planned. Fear
of the power and status of the administrator is a common barrier to
communication. Another environmental barrier that may lead to
miscommunication is the use of specific terminology unfamiliar to the
receiver or when messages are especially complex. Communication between
people who use different terminology can be unproductive simply because
people attach different meanings to the same words. Thus,
misunderstanding can occur due to unfamiliar terminology. Today's complex
organizational systems are highly specialized, organizations have staff and
technical experts developing and using specialized terminology that only
other similar staff and technical experts can understand, and if people do not
understand the words, they cannot understand the message.

2.2.3.2. Personal Barriers

Personal barriers arise due to an individual‘s frame of reference or
beliefs and values. They are based on one‘s socio-economic background and
prior experiences and shape how messages are encoded and decoded. One
may also consciously or unconsciously engage in selective perception or be
influenced by fear or jealously. For example, some cultures believe in ―do
not speak unless spoken to‖ or ―never question elders‖ (Longest et al.,
2000). These inhibit communication. Others accept all communication at
face value without filtering out erroneous information. Still others provide
self-promotion information, intentionally transmitting and distorting
messages for personal gain. Unless one has had the same experiences as
others, it is difficult to completely understand their message. In addition to
frame of
reference, one‘s beliefs, values, and prejudices also can alter and block
messages. Preconceived opinions and prejudices are formed based on
varying personalities and backgrounds. Two additional personal barriers are
status quo and evaluating the sender to determine whether one should
retain or filter out messages. For instance, an administrator always ignores
the complaints from the receptionist, because the receptionist tends to
exaggerate issues and events. However, one must be careful to evaluate and
distinguish exaggerations from legitimate messages. Status quo is when

15
individuals prefer the present situation. They intentionally filter out
information that is unpleasant. For example, an administrator refuses to tell
staff of an impending dismissal. To prevent disorder, the administrator
postpones the communication to retain status quo. A final personal barrier is
lack of empathy, in other words, insensitivity to the emotional states of
senders and receivers. Empathy is the ability to put one's self into another's
shoes. The empathetic person is able to see the world through the eyes of
the other person. Research shows that lack of empathy is one of the major
obstacles to effective communication (Eisenberg, 2010).

2.2.4 Overcoming Communication Barriers

Recognizing that environmental and personal barriers exist is the first
step to effective communication. By becoming cognizant of their existence,
one can consciously minimize their impact. However, positive actions are
needed to overcome these barriers. Longest et al (2000) provide us with
several guidelines for overcoming communication barriers:
Environmental barriers are reduced if receivers and senders ensure that
attention is given to their messages and
that adequate time is devoted to listening to what is being communicated.
A management philosophy that encourages the free flow of communication
is constructive.
Reducing the number of links (levels in the organizational hierarchy or steps
between the sender and the receiver reduces opportunities for distortion.
The power/status barrier can be removed by consciously tailoring words and
symbols so that messages are understandable; reinforcing words with
actions significantly improves communication among different power/status
levels.
Using multiple channels to reinforce complex messages decreases the
likelihood of misunderstanding.
Personal barriers to effective communication are reduced by conscious
efforts of senders and receivers to understand each other‘s values and
beliefs. One must recognize that people engage in selective perception and
are prone to jealously
16
And fear. Sharing empathy with those to whom messages are directed is the
best way to increase effective communication.
Use techniques that extend beyond traditional organizational lines to
facilitate communication. For instance, the
use of diagonal communication that flows through task forces or committees
enhances communication throughout the organization.
Use management processes that are cross-organizational rather than
confined to functional or department
procedures. Implementing management processes in the areas of planning,
controlling, and managing information systems facilitate communication.
Use human resources policies and procedures (job training and job rotation)
to enhance cooperation among members in organizations.
Use management processes to resolve conflicts in an equitable manner to
produce effective communication.

2.3 Definition of Organizational Change

Nadler and Tuchman (1989) consider change to involve one or more
components of an organizational structure, entailing reconfiguration of the
whole system that has an effect on the major sub-systems like formal and
informal procedures, work, human resource, strategies and hierarchy. If the
change involves hefty part of the organization, it is considered ‗Strategic‗.
On the other hand, if it is restricted to certain component parts, having
aspire of maintenance then its nature is considered to be ‗Incremental‗
(Raman than, 2008). Additionally, there have been some factors identified by
various researchers as to what can force organizations to change. These are
presented below:

2.3.1 Change Compelling Factors

A number of external and internal forces come into play that lean on
organizational change process. Some of these factors as identified by
Dawson (2003) and Paton & Coalman (2008) are of specific interest to the
author.
17
2.2.2 Change Models
While the list of various change models continues to expand, some
models are more relevant in relation to their application to the organizations
selected for this study. Paton and McCalman (2008) consider planned change
as a phenomenon which is almost impossible to achieve owing to the
continuous nature of the change process. They argue that generally the end
state does not come in a greatly programmed manner. Considering this
approach, it is interesting to look upon some initial studies in this respect to
capture an understanding of the change process.
Kurt Lewin has done some pioneer work in the development of change
models; his concept was further developed and is now often referred as
Organizational Development (OD) Model of Change. Lewin (1951) proposed
three general stages of change; i. Unfreezing ii. Change, and iii. Refreezing.
The need to change is recognized in the ‗unfreezing‗ stage which deems as
the preparatory step to unfreeze people‗s behaviors. It is an important phase
to gain employee support and to minimize resistance to change. Lewin
(1951) hit across the idea that active employee participation in the change
planning process (during the ‗unfreezing‗ stage) often leads to minimize
resistance to change. This is followed by the planned change process, which
is alteration of the old system to a desired new state. Then the whole system
goes through the ‗refreezing‘ stage to ensure that the alterations in
employees‘ attitudes are internalized and are in lieu with the innovative work
regime (Dawson, 2003).
While some positioning tools (such as force field analysis and fish-bone
analysis) give a rough idea to the change agent about the nature of change,
it is essential to take into account certain approaches to manage this change
predicament. These positioning tools are not discussed in this thesis since
they are outside the scope of research question.

2.3.3 Managing the Change Process

In order to implement the change process, certain approach needs to
be adopted by the organization. Two most eminent approaches include
planned and emergent techniques to implement the change predicament.
18
Planned approach to change encompasses systematic stages of planning,
organizing and implementation. The nature of change is usually top-to-down
and has the aim of transforming the organization from its current to desired
state in lieu of its vision within a short time period. The purpose of planned
approach is to alter the behavioral components of organization, for example,
people, processes or culture. The initiation of change is internal in response
to environmental strains and it normally affects many diverse aspects of the
organization. Since the top management initiates this kind of change
therefore certain plans and projections are made for the successful
implementation of the change process. Druhl, Lang staff and Monson (2001)
explain the following characteristics while summarizing the planned change
process; formulating a vision, communication of this vision, strong
determination by the senior management, planning, encoding and opting for
the finest practice. Several researchers have validated the usefulness of
planned approach to change and suggest that it can be used to facilitate
various distinct purposes such as to manage diversity within organizations
and to express the advantages of business simulations. However it has
certain limitations as well since it assumes organizations to operate under
stable circumstances, it only views change from the perspective of senior
management and considers change to be linear (Raman than, 2008).
On the contrary to planned approach, emergent approach views
organizational change as ‗continuous‗in nature. This approach offers a
process-centered strategy to deal with change situations where the
momentum of change comes from the organization‗s need to continuously
adapt to the rapid happenings in its outside environment. Opposite to
planned approach, this approach considers change to be a bottom-up motion
and identifies that various small modifications that occur simultaneously
within different units of the organization can accumulate to form a somewhat
‗significant‗ change over a long time period. Continuity and scale are two
main terms relevant to the researchers of this approach, where continuity
refers to organizational culture and scale is associated with micro-level
changes which form the foundation of transformational change. Instead of
creating change conditions, interventions in this approach relate to formation
of a joint vision which may provide a sense of direction to continuing change

19
happenings within the organization. Managers‗ role is to create an
organizational climate which encourages and sustains conditions that
promote risk-taking and experimentation. Furthermore, they need to
understand the dynamics of the whole change process to remain effective.
This approach views change as a ‗learning process‗, therefore organizations
that choose to adopt this approach call for more flexible structures since it
evolves unanticipated and erratic circumstances. In comparison to planned
approach, emergent perspective is supported by limited research. Moreover
this approach appears to be unorganized with many different opinions in the
available literature (Ramanathan, 2008).
It is now important to turn the focus towards the specific type of change that
the selected organizations have experienced. Since it was a merger process
that both the companies went through therefore, it may be quite relevant to
analyze what may force organizations to change their status quo and fall into
a merger or acquisition.

2.4 Organizational Structure Influences Communication

Although the elementary procedure of communication is similar in
several different situations, one unique feature of companies has a deep
impact on the communication procedure – namely, its structure (Greenberg
& Baron, 2011). Companies frequently are organized in ways that order the
communication arrangements that exist. According to Ivancevich et al.
(2011), the term organizational or company structure mentions to the
officially set pattern of relationships existing between various divisions of a
company. A company‘s structure naturally is designated by a map or plan,
known as an organizational chart. Such charts offer graphic demonstrations
of the formal arrangement of communication in a company. A company chart
may be compared to an X-ray showing the company‘s skeleton, an outline of
the planned, formal connections between managers and employees in
different divisions or units (Argyris, 2011).
A company chart contains of several boxes and the lines joining them. The
lines connecting the boxes in the company chart are lines of ability
presenting whose obligation should answer to whom from top of the
company to workers or from

20
employees to managers, reporting relationships. Every staff in the company
is responsible to communicate to others at the next higher level or lower to
which he or she is connected. At the same time, managers are also
responsible for giving orders to those who are directly below them. The
boxes and lines form a blueprint of a company displaying staffs that have to
perform jobs as well as suitable job titles, and those that they have to
connect for the company to work properly (Jones, 2011).

2.5 Change is the process

By which organizations move from their present state to some desired
future state to increase their effectiveness. Characteristically Change is vital
if a company wants to avoid stagnation fast and is likely to increase further
in the present competitive business.
Change is understood as doing things differently in order to cope up with
emerging changes in the organisation environment. Change in any part of
the organisation may affect the whole organisation. Change could be
proactive or reactive. A proactive change has necessarily to be planned to
attempt to prepare for anticipated future challenges. Generally it is initiated
by management. A reactive Change may be an automatic response to a
change taking place in the environment (John Lacovini, ―The human side of
Organization Change‖, January 1993, Page 35.)
Change Management is a structured approach to transitioning individuals,
teams and organizations form a current state to a desired future state. Its
major objective is to maximize the collective benefits for all people involved
in the change and minimise the risk of failure to change. The major obstacle
to change management is ―Resistance to Change‖. (K.Aswathappa,
Organizational Behavior, 8th revised Edition, Chapter 20, Page No.520)
T John Lacovini says, ―The secret to real success of any organization is
effective management of the emotional vulnerability that accompanies
organizational change.‖ Different types of changes require different types of
strategies to be implemented for effective functionality. The three types of
change that occur most frequently in organizations are

21
  Developmental Change
 Transitional Change
 Transformational Change

2.6.1. Developmental Change

Developmental Change occurs when a company makes an
improvement to their current business. If a company decided to improve
their processes, methods or performance standards that should be
considered as developmental change. Companies are continually processing
developmental changes to some degree in order to stay competitive. This
type of change should cause little stress to current employees as long as the
rationale for the new process is clearly conveyed and the employees are
educated to new techniques. When major change such as decision to close a
division, streamline the business and organization downsizing, make
developmental changes unacceptable to the employees. The employees
could see that the company attempted different strategies before
determining that closing the division is the only option.

2.6.2. Transitional Change

Transitional Change is more intrusive than developmental change as it
replaces existing processes or procedures with something that is completely
new to the company. The period when an old process is being dismantled
and the new process is being implemented is called transitional phase. A
corporate reorganization, merger, acquisition, creating new products or
services and new technologies are examples of Transitional Change. It may
not require a significant shift in culture or behavior but it is more challenging
to implementing than a developmental change. The future of the
organization is unknown when the transformation begins which can add a
level of discomfort to the employees. (Bernald M. Bass, ‖ From Transactional
to Transformation Leadership,‖ Training and Development, May 1991 Pages
87-92)
The outcome of transitional Change is unknown so employees Amy feel that
their job is unstable and their own personal insecurities may increase.
Education and orientation at every stage of new process implementation
should be commenced in order to employees‘ insecurity. This will make the
employees feel comfortable. They will feel

22
engaged and actively involved in change. As the employees‘ level of
engagement in new process increase, their resistance to change may
decrease. Management should be a cognizant of the impact and stress these
changes will have on their employees. The company should continue to
inform the employees of their status offer support in helping them deal with
the personal adjustments they will be forced to make.
Transformational Change: Transformational Change occurs after the
transition period. Transformational change may evolve both developmental
and transitional change. It is common for transitional and transformational
change to occur in tandem. When companies are faced with the emergence
of radically different technologies, significant changes in supply and demand,
unexpected competition, lack of revenue or other major shifts in how they do
business, developmental or transitional change may not offer the company
the solution they need to stay competitive. Instead of methodically
implementing new processes, the company may be forced to drastically
transform itself. (K.Aswathappa, Organizational Behaviour,8th revised
Edition, Chapter 20, Page No.525) The goal of any planned organisation
change is to find a new and improved way of optimal utilization of resources
and capabilities in order to increase an organization‘s ability to create value
and improve returns to its stake holders. Yet employees do not always
welcome changes as expected by the organization. As per the 2007 survey
conducted by the Society for Human Resource Management (SHRM),
organizational changes fail majorly due to employee resistance and
inadaptability to change.

Motivation has been extensively researched. In the mid twentieth century

the foremost significant motivational theories came up, namely Maslow‘s
hierarchy of needs (1943), Herzberg‘s two-factor theory (1959) and Vroom‘s
expectancy theory (1964). Those researches centered on motivation in
general and employee motivation more particularly. In the preceding years
different definitions of motivation were defined, eg. Herzberg (1959) defined
employee motivation as performing a work related action because you want
to.
23
  Intrinsic motivation

This type of motivation comes out from an individual pleasure or

interest in the task and it does not involve working on activities for the sake
of external rewards, it instead necessitates the feeling of inner pleasure in
the activity itself. It can be seen as a force that involves doing activities
without external incentive. According to Amabile (1993), individuals are
intrinsically motivated when they seek enjoyment, interest, satisfaction of
curiosity, self-expression, or personal challenge in the work (Amabile 1993,
185-201).

 Extrinsic motivation

It is the opposite of intrinsic motivation, it regards the carrying out

of an action in order to achieve an external rewards. The source of
extrinsic motivation is from an individual physical environment. More job
benefits, bigger salary, incentives and job promotion are some rewards
that leads to extrinsic motivation. (Deci 1972, 217-229) describes
extrinsic motivation as money and verbal reward, mediated outside of a
person, on the other hand intrinsic motivation is mediated inside the
person. A person can be intrinsically motivated to do a task if there is no
clear reward for the task done except the task itself or the feelings which
upshot from the task. Amabile (1993) argues that employees can either
be intrinsically or extrinsically motivated or even both. (Amabile 1993,
185-201)

2.7. THEORITICAL PERSPECTIVE

2.7.1 Theories of Communication

The study of communication and mass media has led to the
formulation of many theories: structural and functional theories believe that
social structures are real and function in ways that can be observed
objectively; cognitive and behavioral theories tend to focus on psychology
of individuals; integrationist theories view social life as a process of
interaction; interpretive theories uncover the ways people actually
understand their own experience; and critical theories are concerned
24
with the conflict of interests in society and the way communication
perpetuates domination of one group over another .

The earliest theories were those propounded by Western theorists Siebert,

Paterson and Schramm in their book Four Theories Of the Press (1956).
These were termed "normative theories" by McQuail in the sense that they
"mainly express ideas of how the media ought to or can be expected to
operate under a prevailing set of conditions and values." Each of the four
original or classical theories is based on a particular political theory or
economic scenario.

I) Classical Theories

A. Authoritarian Theory
According to this theory, mass media, though not under the direct
control of the State, had to follow its bidding. Under an Authoritarian
approach in Western Europe, freedom of thought was jealously guarded by
a few people (ruling classes), who were concerned with the emergence of
a new middle class and were worried about the effects of printed matter
on their thought process. Steps were taken to control the freedom of
expression. The result was advocacy of complete dictatorship. The theory
promoted zealous obedience to a hierarchical superior and reliance on
threat and punishment to those who did not follow the censorship rules or
did not respect authority. Censorship of the press was justified on the
ground that the State always took precedence over the individual's right
to freedom of expression.

This theory stemmed from the authoritarian philosophy of Plato (407 -

327 B.C), who thought that the State was safe only in the hands of a few
wise men. Thomas Hobbes (1588 - 1679), a British academician, argued
that the power to maintain order was sovereign and individual objections
were to be ignored. Engel, a German thinker further reinforced the theory
by stating that freedom came into its supreme right only under
Authoritarianism.
25
 The world has been witness to authoritarian means of control over media
by both dictatorial and democratic governments.

b. Libertarianism or Free Press Theory

This movement is based on the right of an individual, and advocates
absence of restraint. The basis of this theory dates back to 17th century
England when the printing press made it possible to print several copies of
a book or pamphlet at cheap rates. The State was thought of as a major
source of interference on the rights of an individual and his
property.Libertarians regarded taxation as institutional theft. Popular will
(vox populi) was granted precedence over the power of State.

Advocates of this theory were Lao Tzu, an early 16th century philosopher,
John Locke of Great Britain in the17th century, John Milton, the epic
poet ("Aeropagitica") and John Stuart Mill, an essayist ("On Liberty").
Milton in Aeropagitica in 1644, referred to a self righting process if free
expression is permitted "let truth and falsehood grapple." In 1789, the
French, in their Declaration Of The Rights Of Man, wrote "Every citizen
may speak, write and publish freely." Out of such doctrines came the idea
of a "free marketplace of ideas." George Orwell
defined libertarianism as "allowing people to say things you do not want to
hear". Libertarians argued that the press should be seen as the Fourth
Estate reflecting public opinion.

C. Social Responsibility Theory

Virulent critics of the Free Press Theory were Wilbur Schramm,
Siebert and Theodore Paterson. In their book Four Theories Of Press, they
stated "pure libertarianism is antiquated, outdated and obsolete." They
advocated the need for its replacement by the Social Responsibility theory.
This theory can be said to have been initiated in the United States by the
Commission of The Freedom Of Press, 1949. The commission found that the
free market approach to press freedom had only increased the power of a
single class and has not served the interests of the less well-off classes. The
emergence of radio, TV and film suggested the need for some means of
26
accountability. Thus the theory advocated some obligation on the part of
the media to society. A judicial mix of self regulation and state regulation
and high professional standards were imperative.

Social Responsibility theory thus became the modern variation in which the
duty to one‘s conscience was the primary basis of the right of free
expression.

2.8. Related Studies

Organizational communication as an academic discipline embraces the
study of symbols, messages, media, interactions, relationships, networks,
persuasive campaigns, and broader discourses within an organization – be it
a corporation, governmental agency, religious institution, social movement,
or the like (cf. Cheney et al. 2004). In some respects the field is broad as the
area of media and communication science in a confined setting. However,
organizational communication could also be used as a general term to cover
public relations, public affairs, investor relations, labour market
communication, corporate advertising, environmental communication and
internal communication (van Riel 1995). This holistic view seems to be more
advocated by European researchers. Moreover, since organizations both
influence and are influenced by the larger social, political, cultural, economic,
and technological contexts in which they operate, organi- zations, and their
internal and external communication, are important research objects for
media and communication researchers. In an international perspective,
organizational communication is a flourishing field of research. Its breadth
and diversity makes it impossible to review as a whole, according to Jones et
al. (2004: 723). Within International Communication Association, ICA,
organizational communication is the fourth largest group (July, 2005). At the
turn of the twenty-first century many countries are pursuing the study,
although it has had a U.S. base as well as a U.S. bias for most of its 50-year
history (Cheney et al. 2004). Some years ago Dalfelt, Heide and Simonsson
argued that in Sweden, scholars seem to have missed the fact that
organizational communication is a field that in an international perspective
receives widespread and steadily increasing interest (Dalfelt, Heide and
Simonsson (2001). Likewise, Flodin (2004), Dalfelt and Falkheimer (2001)
comment on

27
the scarcity of Swedish research in public relations. During the last decade,
we have in fact seen a number of publications in this area, which gives the
impression that this picture is no longer relevant. There is therefore a need
for a research review, which traces out the recent developments. These
arguments were taken as the starting point for the following review of the
Swedish research, which aims to give an overview of research topics,
methods and perspectives. Swedish research on organizational
communication can be traced back to the 1970s. The area with the longest
tradition is public information of non-profit organizations. From the 1980s
onwards a number of studies in governmental organizations‘ external
communication during major crises in society have appeared. During the last
fifteen years, research focusing on organizations‘ internal communication
has developed.
As can be inferred from the all studies above, organizational justice,
communication skill and positive perception of organization evolution are
variables which have significant effect on an organization's efficacy and
success. The existence of suitable organizations in any society which can
fulfill their functions with efficiency and efficacy is of the major tools for
achieving progress and advance. The efficiency and efficacy in duties create
desirable occupational performance. To do so, organizations must focus on
factors which provide the opportunities for desirable occupational
performance. Via studying communication skills and organizational justice
which can achieve desirable organizational evolution and relationship
between variables are in fact the main issues in present study. In this article,
the relationship between organizational justice and communication skills is
examined by perceiving organizational evolution so as to explain a strategy
in the effective enactment of organizational changes.
It has been recognized that effective and appropriate communication is a
vital ingredient in the success of any change program (Kotter, 1995; Lewin,
1951; Erickson, 1992). Internal communication represents the
communication and interactions between the employees and members of an
organization. Traditionally, internal communication was defined as
―communication with employees internally within the organization‖
(Cornelissen, 2008). Innovative technologies have made it easier to
generate, develop, distribute and accumulate written documents, to
exchange messages, work together

28
and organize meetings despite of space and time proximity. Electronic mails,
intranet and video conferences are few of the communication tools used to
inform employees in relation to news and activities of organization. Deetz
defines internal communication as ―a way to describe and explain
organizations‖ (Jublin & Putnam, 2001). It specifies that communication is
the central process through which employees exchange information, create
relationship, and build meaning, values, and an organizational culture.
Smythe (1996) argues that the challenge is not only managing media and
using more media, but reducing communication pollution and discipline the
torrent of information from management in order to increase individual
understanding.
It is very difficult to find a definition of organisational communications
which does not assume that management's goals or the goals of the
organisation are in some way central. For example, ACAS (1994 : 3) define
organisational communications as 'the provision and exchange of
information and instructions which enable an organisation to function
efficiently', and Crosson (1987 : 28) defines organisational communications
as; 'the exchange of information which creates mutual understanding and a
unification of activities towards the accomplishment of organisational goals'.
This position on organisational communications appears to be the dominant
one and, as was already argued in chapter 1, that is not to say that this
position is necessarily inappropriate. If,
as Rosenthal et al (1997) point out, that in setting out to achieve
management goals employees also benefit, perhaps this can be construed as
positive for all parties.The second key influence which can be traced
throughout the literature is the perspective that organisational
communications is an act of genuine personal interest and human respect.
This humanistic view of organisational communications focuses on how
communications can support a relationship between people based on trust
and mutual respect and includes the writings of those interested in trust,
openness, organisational democracy and empowerment. According to Deetz
(1994), critical theorists have begun to point to the fact that employees'
interests and aspirations are only partly fulfilled by corporate goals Their
likes and dislikes, personal situations, political leanings and so on all come
into the mix, each day they come into the workplace and the manager has to

29
be aware of and respect these individual characteristics for every individual
with whom they come into contact Alvesson and Wilmott (1992) add that the
workplace is a forum where the different mterests of the different people
have to be accommodated This accommodation is supported through
orgamsational communicationsThose who advocate the humanist
perspective (eg Bryan, 1997, Likely, 1998), argue that without a relationship
based on trust and mutual respect, change cannot happen While the end
result of this approach to communications may be similar to the managerial
approach in that ultimately management's objectives are achieved,
management's goals as of themselves are actually not the primary focus of
mterest Achievement of change or commitment to orgamsational goals are
secondary to the development of these trusting and respectful relationshipsIt
could be argued that these two perspectives - managerialism and humanism
- need not be viewed as necessarily exclusive While the underlymg
objectives may be different, the outcomes of reaching improved
performance, for example, may be the same and it might be argued that it is
not necessary to go mto the different assumptions .
if the outcome is the same anyway However, to take such a simplistic
approach ignores the fact that writers' assumptions can influence them to
set a particular research question or put forward a certain point m the first
place Moreover, while some of the literature does refer to respectmg the
needs of individual employees, this tends to be addressed within the context
of achieving a managerial agenda (eg Ghoshal, 1995, Manotti, 1997) For
example, Manotti (1997 106) espouses the principles of respect and dignity
in the workplace wntmg 'perhaps we need to return to basic humanistic
principles care about people‘ However, his underlying motive is not to
achieve a respectful relationship for the sake of it, but to achieve managerial
goals He adds (1997 106)' it is much more productive to treat people like
you want to be treated - with respect and dignity.
30
2.9. Research Gap
Although there are various researches conducted about employee
incentives and productivity, there is a lack of research conducted in PREMIER
bank. Moreover, there is also no consensus about effect communication skills
on organizational change. Hence, the current research aims at throwing light
into these research gaps.

31
 CHAPTER THREE

METHODOLOGY

3.1 Research Design

In this study a was used, descriptive research correlation is an
accurate profile of persons, events, or situations (Robinson, 2002). This
design allows the collection of large amount of data from a sizable
population in a highly economical way. It allows one to collect quantitative
data, which can be analyzed quantitatively using descriptive and inferential
statistics. Therefore, the descriptive survey is deemed the best method to
fulfill the objectives of this study. The design was preferred because it was
concerned with answering questions such as who, how, what which, when
and how much. A descriptive study was carefully designed to ensure
complete description of the scenario, making sure that there was minimum
bias in the collection of data.
Descriptive research is designed to obtain data that describe the
characteristics of the topic of interest in the research, as this study will be
designed to obtain its research on the facts and information of the effect of
employee communication on organizational change

3.2 Research Approach

` The data collection procedure of this research consisted of both
quantitative and qualitative method by visiting target group and the
researcher collected the data from sample size by using mixed
questionnaires and interviews under a descriptive research design to obtain
adequate an reliable information for the research paper.
Quantitative:
Research (muij,2004) is explaining phenomena by collecting numerical data
that are analyzed using mathematically based methods, especially statistical
methods. While Qualitative: Research approach is concerned with
qualitative phenomena and involves Non-numerical observation and
examination for finding out the underlying relationships and meaning.
32
3.3 Sample Design

3.3.1 Population
The total population of the company was 100 so the study was only
focused a target population were off 30 employees involved in the effect of
incentives on employee productivity on premier bank in the Hargaisa region
district of Somaliland as a private sector. The researcher was visited the
target area of the study and its premier bank which specially concern
communication and organizational change. The study was conducted in the
Hargaisa capital city of Somaliland this area was chosen because the private
sector business organizations are mostly situated in Hargaisa.

3.3.3 Sample Frame

Sampling frame according to Cohen, L. Manion, L. & Morrison, K.
(2011) was source material or device from which a sample is drawn. It is a
list of all those within a population who can be sampled.
Category Target Population Sample size

administration office 5 3

Operation office 10 10

Marketing office 10 10

Customer care 5 5

Total 30 28

3.3.5 Sample size

Sample siz111111e is the process of selecting members of a
population to be
included in a sample (Paul,1997) sampling also is the process of choosing
elements
from a population in such way that the sample elements selected represent
the whole
population (Amin,2005). The researcher was used
Slovene‘s formula in order to
calculate the sample size.
Where N= number of population
33
n = number of sample size
e = marginal error and it is 5%
The target population of this study is 30 from different departments takaful
insurance company
Slovene‘s formulan= N
1+N (e)
2

n= 30/1+30 (0.0025)2
=28

3.4 Sampling Procedure

It is often more expensive and time consuming to collect data for all
individuals involved in the effect communication on organizational change at
premier bank Hargaisa Somaliland in the category of the target population
for example data could not be obtained from all of the people engaged in the
study of communication and organizational change selected of private
business organizations in the Hargaisa region of Somaliland considering
scope and time limits of the study.
This research was used simple random sampling because we selected a
group of a sample for study from a larger group a population. Each individual
is chosen entirely by chance and each member of the population has an
equal chance of being included in the sample. Every possible sample of a
given size has the same chance of selection.

3.5 Source of Data Collection

This study was used both primary and secondary data.

3.5.1 Primary Data

Primary data was used in this study collected from employees of
premier Bank. According to Ochola (2007), primary data refers to what is
collected directly by the researcher for the purpose of the study. The data
will be collect by the use of questionnaires. Research questionnaires with
structured questions will be designed and administered.
34
3.5.2 Secondary Data
Secondary data refers to data that was collected by someone other
than the user. According to Mugenda and Mugenda (2003) Common sources
of secondary data for social science include censuses, information collected
by government departments, organizational records and data that was
originally collected for other research purposes secondary Data.

3 .6 Data collection instruments

The procedures for collection of data for this study were basically
questionnaires, observation, and interview only one type of questionnaire
was given to both junior and senior management to answer. These
questionnaires were made up of 28 questions of which most of the questions
were close-ended. The interview questions were asked only senior
management and it was 5 basic questions while Observation is critically
studying the relationship between employee communication and
organizational change. A total of 28 questionnaires were distributed and
retrieved my concentration is on all workers irrespective of their position in
premier bank the only concern was on the qualification indicated on the
form.

3.6 Validity and Reliability

Validity is the quality of the test doing what is designed to do (Salkind,
2000). In this research validity of the respondent‘s instruments questionnaire
was established through a content validity index CVI by consulting
communication and organizational change. In validity content concerned
with a test‘s ability to include or represent all of the content of a particular
construct, is assessed by overview of the items by trained individuals taking
CVI above 0.70 as accepted for social sciences (Amin, 2005). The individuals
made their judgments about the relevance of the items.
The CVI will be established using the formula:
CVI = Number of questionnaire declared
valid
Total number of questionnaire
35
3.6.1 Reliability of the Instrumentality
Reliability analysis was done to determine the reliability of the
questionnaire. Internal consistency of the items was measured by using test
retest method yielded a 0.80. Since two variables yielded above 0.70
accepted for social sciences, it was concluded that the instrument had a
good reliability hence relevant.

3.7 Data Presentation Tools

Analyzed qualitative data was presented through the statistical tools

such as frequency distribution tables, graphs, pie charts etc., while
qualitative data from open-ended questions presented through thematic
narration. The researcher then gives the research findings by interpreting
the evidence presented by the data collected, made conclusions by giving
practical applications and implications of the findings and lastly gave
recommendations which are consistent with the study. Denial (2007) states
that recommendations must be consistent with the purpose of the study, its
objectives, the evidence presented by the data and the interpretations given.
(Neches (2005)

3.8 Data Analysis Methods

Data was collected; screen to check for completeness and consistency.
In the questionnaire, coding was done for eased of analysis through SPSS.
Descriptive analysis was done.

3.9 Data Gathering procedure:

3.9.1 Before the Administration of the Questionnaires

1.The researcher have requested for an introduction letter from the
Bachelor degree and Research addressed to the authorities of the
organization institution under study for the researcher to be permitted to
conduct the study.
2. After approval, the requested list of respondents provided to the
researcher secured a list of the qualified respondents from the government
institutions in charge and select through convenient sampling from this list
to arrive at the minimum sample size.
3. The respondents explained about the study and requested to sign the
Informed Consent Form (Appendix 3).

36
4. Reproduce more than enough questionnaires for distribution.
5. Researcher Selected research assistants in the data collection; brief and
orient them in order to be consistent in administering the questionnaires.

3.9.2 During the Administration of the Questionnaires

1. Specifically, the researcher together with researcher assistants
requested the respondents:
(a) to sign the informed consent;
(b) to answer all questions hence should not leave any item unanswered;
(c) to avoid biases and to be objective in answering the questionnaires.
2. The researcher together with research assistants also tried retrieving the
questionnaires within two weeks from the date of distribution. All
questionnaires retrieved were checked if completely filled out.

3.9.3 After the Administration of the Questionnaires

The data collected was organized, summarized, encoded into the
computer and statistically treated using the Statistical Package for Social
Sciences (SPSS).

3.10 Ethical Consideration

This research was carried out under the supervision of new generation
University business and economics and in accordance with her rules and
guidelines. In order to ensure anonymity of the respondents, the researcher
ensured that names and other personal details that can be traced back to
the respondents were not sought for or documented anywhere in the study.
Also, in the course of carrying out the research, the researcher will ensure
that considerable efforts was put in place to ensure confidentiality of data to
be collected as well the identities of the subjects that provides information
for this study when reporting the outcome of the study.

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3.10 Limitations of the Study
This study will not free from limitations, although the
researcher will make maximum effort to plan and design the
research The source of the limitation of this study will include;
shortage of time to prepare research thesis and to collect sufficient
data and because the sensitiveness and secrecy of financial
resource related information the researcher faces lack of access to
right data due to confidentially and unwillingness of some officials,
This research will be done in my country the cost related to
transportation will be high that effects collecting of all related data
about study.