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Organizations eager to accomplish strategic goals establish well-defined communications strategies. A well-defined strategy is one that engages employees and aligns with the organization's business goals Bacal (2004:2). A close tie between business, performance technology, and communication strategies will focus understanding and support for the direction of the organization. While various combinations of performance interventions have been developed to help build a high performing organization, they cannot be effective without a communications program. Effective communications build awareness and/or motivate to action, explain a program's value to employees as well as solicit employee's buy-in Bloom (2004:21) Communication is one of those everyday activities that we can tend to take for granted, like the air we breathe. We don’t often have to think about our breathing, it just comes naturally. And like breathing, we communicate all the time, whether we intend to or not. The words we choose, the tone of our voice, our facial expressions, all work together often subconsciously to relay messages. When communication breaks down, and the intended message is not what was received, it can become costly in terms of wasted time, productivity, and even morale. This can be particularly challenging for supervisors who must routinely communicate with their employees on issues of performance and conduct. How can we be sure that what we INTEND to relay is what is received by the other person? "Courage, innovation and discipline help drive company performance especially in tough economic times. Effective internal communications can keep employees engaged in the business and help companies retain key talent, provide consistent value to customers, and deliver superior financial performance to shareholders." According to Watson (2009) newest communication survey for 2009/2010, companies that are effective communicators "have the courage to talk about what employees want to hear," "redefine the employment deal based on changing business conditions," and have "the discipline to plan effectively and measure their progress effectively." Does this really matter? Yes. The study shows that companies that communicate effectively had a 47% higher return to shareholders over a five-year period (mid-2004 to mid-2009). This research work therefore will be channeled towards ascertaining Employee Performance Communication in a Public Enterprise (A Case Study of Power Holding Company of Nigeria-PHCN). In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show signs of improvement over time. But things don’t always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional--indeed, unconscious--stress-induced habit makes it difficult to deliver corrective feedback effectively. Instead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni (2002) describes two behavioral phenomena that color the feedback process--the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren't considered) and binary (there are only two possible outcomes--win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person's disposition. Effective communication and feedback about performance are critical to the success of an employee and to the success of the organization overall. PHCN performance communication process ensures an ongoing dialogue between employees and their managers/supervisors that: Creates a shared understanding of goals, competencies, and other expectations that are critical for success Fosters an environment of continuous feedback and professional development Provides employees with the opportunity to assess their own performance Helps employees improve what they do and how they do it, thus enabling them to provide greater support to the goals of their department and units. Performance communication is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims. Performance communication takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees(stolovitch 1999).

Project detailsContents
Number of Pages74 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
Chapter summary1 to 5 chapters
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