ABSTRACT

Working environments differ from all angles as well as their culture, economic and social

development. In this context some of these organizations’ have cumbersome reporting lines,

which are difficult for the employee to abide by. This study, therefore examined the effect of

communication on organisational performance in Nigerian bottling company, Abuja,

Nigeria. Survey research design was adopted for the study. The population of the study is

6,026 comprising the entire staff of Nigerian bottling company, Abuja, Nigeria. Taro Yamane

formula was used to derive the sample size of 488. A structured questionnaire was

administered resulting in a response rate of 79.9%. A confirmatory factor analysis was done

to establish validity of the questionnaire. A test-retest was done using Pearson Product

Moment Correlation analysis reliability for the major constructs ranging between 0.889 to

0.924. The data gathered was analyzed with the aid of Statistical Package for Social Sciences

(SPSS) version 21.0 software involving frequency distributions and linear regression.

Findings revealed that horizontal communication has a significant effect on organisational

performance (r = 0.620, R 2 = 0.384, p = 0.000< 0.05); vertical communication has a

significant effect on organisational performance (r = 0.545, R 2 = 0.297, p = 0.000< 0.05);

and diagonal communication has a significant effect on organisational performance (r =

0.724, R 2 = 0.524, p = 0.000< 0.05). From the study, it is evident that communication

variables, namely, horizontal, vertical and diagonal communication, each has a significant

effect on organisational performance in Nigerian bottling company, Abuja, Nigeria. Based

on the findings, the study recommends that top management of manufacturing industries

should emphasize the importance of latent and future needs. So as to improve the guidance of

employees towards organisational goals and mission.

Keywords : Communications, Horizontal communication, Vertical communication, Diagonal

communication, Organisational Performance,