ROLE OF COMMUNICATION IN ENHANCING EMPLOYEES’ COMMITMENT IN SELECTED CEMENT MANUFACTURING FIRMS IN NIGERIA

ABSTRACT

The purpose of this study was to explore the roles of social-emotional-oriented communication and work-oriented communication in enhancing employees’ commitment in the  context  of  the  cement  manufacturing  firms  in  Nigeria.  Literature  regarding  the functions of different types of communication was reviewed and the human relations theory was applied as the main guidance of the current research. The study utilized the statistical method to analyze the data collected from questionnaires. A total of 290 staff working in a cement manufacturing firms in Nigeria participated in the research. Employees’ commitment was tested by the three components model: affective commitment, continuance commitment, and normative commitment. The findings from regression analyses revealed that social-emotional-oriented communication between subordinates and superiors had a positive influence on employees’ commitment (r=0.730; p>0.05). Work-oriented communication in cement manufacturing firms in Nigeria to a large extend had positive influence on employees’ commitment (r=0.851; p>0.05). Why social emotional communication to the large extend had positive effect on work oriented communication (r=0.906; p>0.05). The conclusion is that in cement manufacturing firms in Nigeria, vertical communication and communication regarding work-related topics help to make employees’ want to stay with and contribute to the employing organization; and the better social-emotional-oriented communication the employees have with superiors, the better work-oriented communication they have at work. The study recommended that the management as the linchpin between the workers and the organization should work to guarantee good communication in the organization. When the organization works well and cares about employees’ individual development, the employees’ highest level of need-that for self-actualization can be fulfilled; thereby they can contribute best to the organization.

CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Communication is an inevitable as well as the critical aspect of organizational functioning. It has crucial impacts within or among work groups in the organizational. Organizational communication can be broadly referred as communication with one another in the context of an organization. Organizational communication research has mainly been conducted both in the business management field and in the communication field. “The greatest continuing  area of weakness in management practice  is the  human dimension (Sostek,

2006: in Tubbs & Moss, 2008: 494) in good times or bad, there seems to be little real understanding of the relationships between managers, among employees, and interactions between the two. When there are problems, everyone acknowledges that the cause often is a communication problem (Lukazewsk, 2006: 19).

Communication is one of the most dominant and important  activities  in  organizations (Harris&Nelson, 2008:72). Fundamentally, relationships grow out of communication, and the functioning and survival of organizations are based on effective relationships among individuals and groups. In addition, organizational capabilities are developed and enacted through “intensely  social  and  communicative  processes”  (Jones, Steers, Mowday and Boulian, 2004: 341). Communication helps individuals and groups coordinate activities to achieve  goals  and  it  are  vital  in  socialization,  decision-making,  problem-solving  and change-management processes (Leah, 2014: 114).

Communication can help motivate, build trust, create shared identity and spur engagement; it provides a way for  individuals  to  express  emotions,  share  hopes  and ambitions and celebrate and remember accomplishments (Garnett, Marlowe, & Pandey, 2008: 92; Pandey

& Garnett, 2006: 52). Communication can influence the perceptions and opinions about persons, communities, organizations, governments, and even society (Shockley-Zalabak,

2006: 101; Leah, 2014: 115). One of the outcomes of management communication is related to the flow of information, regulations, policies, and procedures. As a managerial tool,  communication  is  frequently  expected  to  share  information  with  members,  to

coordinate activities, to create happily working environment, to reduce unnecessary managerial  burdens  and  rules,  and  ultimately  to  improve  organizational  performance (Tubbs and Moss, 2008: 494).

In contemporary society, organizations no longer focus only on bureaucratic and formal management and communication. The interpersonal interaction among employees in the organization is increasingly paid attention to. People do not only formally disseminate information related to work and their organization, but also talk about themselves and their emotions. Talking about  non-work related topics for social reasons occurs commonly among members of organizations (Beyerlein, Laoze, and Weed, 2003: 506; Wang, 2011:

115-6).  Through  this  kind  of  communication,  social  networks  can  be  built  among employees in the organizations, also improve employee sense of well-being, happiness and job satisfaction (Dwyer, 2005: 63; McCormic, 2008: 130). As a result of the organization members’  curiosity,  interpersonal  attraction,  and  social  interaction,  informal communication has become a common feature of the social networks in today’s organizations (Kreps 1990, 208) in (Kirti, 2015: 13). Scholars have argued that informal communication in the organization is the second most frequently used channel to communicate (Tubbs and Moss, 2008: 495-6). In terms of the communication in organizations, while the formal communication is primarily relied on, some organizations also do not discourage informal communication.   Like Bateman (2002) suggested that gossip plays a part in improving bonds between employees,’ specially, it stimulates productivity and helps the organization, when the gossip is about how other groups in the organization are doing better. Generally speaking, communication among members of the organization flows horizontally and vertically; the content may contain work related and non-work related information; it may occur both within and outside of the workplace.

According to Farace, Monge, and Russell (1977) in Wang (2011), there are three main kinds of communication at a workplace. They are task-related communication, innovation- related communication (new ideas), and maintenance-related communication (social topics that maintain human relationships and make employees feel of happy in the workplace). In this study, however, the task-related communication and innovation-related communication (new ideas) are jointly referred to as work-oriented communication. For instance, in an

organization, managers tell subordinates what their tasks are and how to accomplish these tasks;  salesmen report to  their  superiors about  how  much they  have  sold  this  week; employees of a production department talk with the other employees of the technique support department about how to use a new machine, this type of communication may happen at a weekly meeting within departments, or may just be via during working hour.

On the other hand, managers may also share the good news about his newborn child with his subordinates; salesmen report to their superiors about how much they have sold this week; the journalists may also chat with the computer guy about unfolding budget padding in the house of representative in Nigeria. These kinds of communication are referred to as social-oriented communication. Additionally, work-oriented and social-oriented communication may both take place in the same activity in the organization. That is to say, for instance, when the peers are talking about the football match, they might also mention how  much they  have  to  work  for  to  complete  their  current  task  and  then  exchange information about how to efficiently and effectively accomplish the task; at a weekly group meeting, the superior may also congratulate one employee on a newborn baby and then treat the whole group to afternoon tea; and whilst having tea, they may talk more about the baby and the new life he/she will entail for the employee.

Smart business leaders know that happy workers are productive workers and ultimately benefit  their  companies  (Waggoner,  2013:  121).     Employers  expect  that  frontline employees are cheerful and positive in the face of any situation.

Employees’ commitment is “a strong belief in and acceptance of the organizational goals and values, a willingness to exert effort on behalf of the organization and a desire to remain with the organization” (Porter, Edward, and Saddle, 1974 in Damgoje and Sule, 2015: 41). It has been found to be linked to organizational effectiveness as well as other outcomes specific to individual employees (for instance, job satisfaction, turnover intention, psychological well-being, etc.). Employees with a higher level of organizational commitment  can  be  motivated to  a  higher  level of job performance and  make  more valuable contributions (Meyer and Allen, 1997).They are bound tighter than the others with a lower level of organizational commitment.

The current study draws upon the “three components model” of employees’ commitment, which distinguishes between affective commitment, continuance commitment, and normative commitment. The three component conceptualization of organizational commitment  was  proposed  by Meyer  and  Allen  (1984).  The  effective  component  of organizational commitment refers to “employees’ emotional attachment to, identification with, and involvement in, the organization” (Allen and Meyer, 1990: 1). The continuance component refers to “commitment based on the costs that employees associate with leaving the  organization”  (Allen  and   Meyer,  1990).  The   normative  component  refers  to “employees’ feelings of obligation to remain with the organization” (Allen and Meyer,

1990). Later, Meyer and Allen (1997) argued that employees who have a strong affective commitment to the organization would be motivated to higher levels of job performance than employees who convey continuance or normative commitment. Additionally, they argued that those employees with strong affective commitment also make more meaningful contributions to the organization. Furthermore, organizational communication is shown to be   positively  related  to   employee  outcomes   including  organizational  commitment (Madlock and Booth-Butterfield, 2008). This research is interested in finding the role of communication in improving employees’ commitment to the organization.

1.2      Statement of the Problem

Manufacturing firms like Dangote are known as knowledge intensive organization which has made them diversify into different sectors of the economy. The functions and importance of communication for organizations have been examined by researchers in various  ways.  This  study  explores  the  role  of  different  types  of  communication  in enhancing  employees’  commitment  to  their  employing organization in  the  context  of cement  manufacturing firms in Nigeria. Previous studies were   based on the Western context have proved that vertical communication regarding tasks and organization helps to enhance employees’ commitment, whilst horizontal communication regarding social and emotional topics does not affect employees’ commitment significantly.   Moreover, there are  few  of  researchers  in  Nigeria  that  have  tested  the  relationship  between  social- emotional-oriented communication and work-oriented communication on employees’ commitment to their organization. The main aim of this work is to empirically investigate

the relationship between employees’ social-emotional-oriented communication and work- oriented communication on employees’ commitment in a cement manufacturing firms in Nigeria. Exploring the aforementioned relationship is the main thrust of this study and therefore offers a fertile ground for this study.

1.3      Objectives of the Study

The  broad objective of this research is to  examine the  influence of social-emotional- oriented communication and work-oriented communication on employees’ commitment in Cement Manufacturing Firms in Nigeria. However, the specific objectives of the study are to:

i.  ascertain  the  influence  of  social-emotional-oriented  communication  on  employees’

commitment in cement manufacturing firms in Nigeria.

ii. analyze the influence of Work-oriented communication on employees’ commitment in cement manufacturing firms in Nigeria.

iii.  determine  the  relationship  between  social-emotional-oriented  communication  and work-oriented communication in cement manufacturing firms in Nigeria.

1.4    Research Questions

The research question of this study is: what is the relationship between social-emotional- oriented communication and work-oriented communication on employees’ commitment. Specifically, the sub-research questions are:

i.    What  is  the  influence  of  social-emotional-emotional-oriented  communication  on employees’ commitment in cement manufacturing firms in Nigeria?

ii.   What is the influence of Work-oriented communication on employees’ commitment in cement manufacturing firms Nigeria?

iii.  Does  social-emotional-oriented  communication  have  any  relationship  with  work- oriented communication in cement manufacturing firms in Nigeria?

1.5 Research Hypotheses

i. Social-emotional-oriented communication influences employees’ commitment in cement manufacturing firms in Nigeria.

ii.   Work-oriented   communication   influences   employees’   commitment   in   cement manufacturing firms in Nigeria.

iii. There is a relationship between Social-emotional-oriented communication and work- oriented communication in cement manufacturing firms in Nigeria.

1.6 Significance of the Study

This study is significant because it will generate information on the impacts of social- emotional oriented communication to manufacturing firms in Nigeria.

The study will help treat and improve some existing theories on important of communication and apply to organizations in the areas of human resources management. It will   also   help   the   organization  to   improve   the   way   they   design   and   manage communication.

The significance of this research work is immeasurable both to the practitioners, Chief Executives Officers, Managers, the management of the organizations and the public at large. It is expected that the findings and recommendations of the study will guide the area of study to consider proper assessment on the role of social-emotional oriented communication to the organization.

The study will be useful to a student who may wish to write or make some research on a similar  topic  using  this  as  a  point  of  reference  and  to  reorient  them  towards  their profession, future research or practical endeavors. It is also hoped that the findings of this study will contribute to the existing knowledge and information in the area of research.

1.7      Scope of the Study

The research work is to study the role of communication in enhancing employees’ commitment with regard to cement manufacturing firms in Nigeria. Concentrated primarily on the important of social-emotional-oriented communication or maintenance-related communication (social topics that maintains human relationships and make employees’ feelings of happiness in the workplace) this type of communication in the cement manufacturing  firms will  create  happily environment  in the  workplace, reduce stress, maintains   human  relationship,   build   trust   and  confidence  among   employees,   job satisfaction, employees performance, employees loyalty, turnover, efficiency, high productivity etc. However, the selected cement companies used for the survey are; Obajana Cement Company in Kogi State, Bua Cement Company Okpila in Edo State, Unicem Cement Company Mfamosing in Cross-River State, Ibeto Cement Company Bundu Ama, Port  Harcourt,  River  State  and  Ashaka  Cement  Company  North  Eastern  corner  of Funakaye L.G.A in Gombe State. The choice of these companies was due to their wide distribution  network  nationwide  and  impressive  asset  base.  The  geographical area  of coverage of the study will be limited to five selected States in Nigeria as it was stated above.

1.8       Operational Definition of Terms

Communication: Communication is the process of people sharing thoughts, ideas and feelings with each other in commonly understandable ways.

Employees’ commitment: can  be  seen  as  “a  strong belief  in  and  acceptance of the organizational goals and values, a willingness to exert effort on behalf of the organization and a desire to remain with the organization.

Affective commitment: can be referred to as “employees’ emotional attachment to, identification with, and involvement in, the organization.

Continuance commitment: it  is referred to  as “commitment based on the  costs that employees associate with leaving the organization.

Normative commitment: it can also be referred to as “employees’ feelings of obligation to remain with the organization.

Social-emotional-oriented communication: it is the communication that is oriented by topics that are not related to work and the organization. Instead, it involves topics that express emotion and plays a role in social needs and relationship maintenance.

Downward communication: it is the type of communication that flows from upper-level employee  to  a  lower-level  employee.  It  is  “initiated  by  the  organization’s  upper management and then filters downward through the ‘chain of command.

Upward communication: it is also the type of communication flows from a lower-level employee to an upper-level employee. Upward communication is used to keep managers informed  of  what  is  going  on  in  the  work  and  what  the  subordinates  are  feeling. Specifically, it provides management with the information they need for doing their work, such as data for making decisions, the current status of projects, and information on new problems. Through upward communication, superiors also get to know their subordinates’ feelings about their work, colleagues, and the organization, so that they can adjust for better individual and organizational performance.

Horizontal Communication: Horizontal communication flows among the employees at the same level in the organization.

Formal communication: the  sharing of messages regarding  the  official work  of the organization.

Informal communication: the sharing of unofficial messages that are unrelated to the organization’s formal activities.

1.9 Profile of the Organizations under study

Obajana Cement Plant

Obajana cement factory is a subsidiary of Dangote Group of Companies; is located in Obajana Village in Lokoja Local Government Area in Kogi State, 200km southwest of Abuja (Nigeria Capital).The cement and power plant is located 25km from Kabba Road junction which provides access to the roadway leading to Lokoja (The Capital of Kogi State and beyond. The Gas Pipeline run from the gas manifold at Ajaokuta steel complex and includes sections along the Ajaokuta-Okene road and Oben Kaduna NNPC pipeline with the last section from Lokoja-Kabba junction to Obajana village.

The plant was first opened in 2006 with two F L Smidth designed cement production lines and with a capacity of 5.0 million metric tons per annum. Presently, Dangote’s Obajana Cement  Plant  is  the  largest  cement  plant  in  Sub-Saharan  Africa.  On  Monday  11th June,2012 President Goodluck Jonathan, commissioned 5.25 Million Metric Tonnes Per Annum (MMTPA) Line 3 and the Groundbreaking for the 3.0 Million Metric Tonnes Per Annum(MMTPA)Line 4.With these three cement production lines, the capacity of Dangote Cement Plant (DCP),Obajana unit,  shall be 10.25 million metric tonnes per annum.

Prospect of Obajana

The prospects are very bright and encouraging. As far as Obajana is concerned, production has been rising year after year. This is a unique location where all the raw materials required for cement manufacturing are available in the same mines complex, except the mineral gypsum, that  is used only up to 3.5% during cement grinding process. Since inception, the Group has experienced phenomenal growth on account of the quality of its goods and services, its focus on cost leadership and efficiency of its human capital. Today, Dangote Group is a multi-billion Naira company poised to reach new heights, in every endeavor competing with itself to better the past. The Group’s core business focus is to provide  local,  value-added  products  and  services  that  meet  the  ‘basic  needs’  of  the populace. Through the construction and operation of large-scale manufacturing facilities in

Nigeria and across Africa, the Group is focused on building local manufacturing capacity to generate employment and provide goods for the people.

Jobs Creation

Labour Vanguard’s investigation revealed that Dangote’s three cement plants in Obajana, Kogi state; Gboko, Benue state and Ibese, Ogun State, have generated no  fewer than

21,000, direct jobs and have contributed to easing the job crisis in the country. According to  findings, Obajana  employs over  10,  000  direct  jobs,  Gboko  has over  4000  direct employees, while over 7000 direct workers are currently working at Ibese.

The Dangote Group is one of the most diversified business conglomerates in Africa with a hard-earned reputation for excellent business practices and products’ quality with its operational headquarters in the bustling metropolis of Lagos, Nigeria in West Africa. Since inception, the Group has experienced phenomenal growth on account the quality of its goods and services, its focus on cost leadership and efficiency of its human capital. Today, Dangote Group is a multi-billion Naira company poised to reach new heights, in every endeavour competing with itself to better the past.

The Group’s core business focus is to provide local, value-added products and services that meet the ‘basic needs’ of the populace. Through the construction and operation of large- scale  manufacturing  facilities  in  Nigeria  and  across Africa, the  Group  is  focused on building local manufacturing capacity to generate employment and provide goods for the people.

Bua Cement Plant

BUA Group started a business in 1988 as a Private Limited Liability Company specializing in the importation and marketing of iron & steel, agricultural and industrial chemicals. Since then it has rapidly developed into a fully-fledged, diversified business with a stake in a wide range of business sectors.

Mission: Providing high quality products and services with a focus on total quality management. We are committed to providing a wide range of Fast Moving Consumer

Goods (FMCG) as part of our contribution to the development of the Nigerian economy. Furthermore, our absolute fundamental aim is to ensure our customers are satisfied. Our measure of value lies in the quality of our products and the efficiency of our system.

Vision: To be a world-class conglomerate, spreading across Africa and beyond.

BUA Cement incorporated in 2008 and commenced operations in September 2008.The company owns and operates Nigeria’s first floating cement terminal, the BUA Cement 1, which is designed specifically for bulk and bag unloading for BUA International Limited

A cement factory was built and commissioned in 2011 at Port Harcourt, River State. The modern cement-making technology was employed in the design to  meet  international standards. It comprises a clinker conveyor system, clinker silos, feeder units, cement mill, air slides, bucket elevators, cement silos, overhead silos, receiving bins, hoppers, rotary packing and sealing machines and belt conveyors. Machinery and equipment is being sourced locally and internationally with strict quality control measures. It is 100% equity owned by BUA International.

The BUA Cement management team consists of seasoned professionals who are committed to advancing cement production in the most efficient manner. The company’s production and processing departments consist of tested Engineers and experts whose experiences in the industry span over two decades.

The BUA Cement brand is different from others because it is of 42.5 and 52.5 texture grade. This is the highest quality texture which mixes and dries easily. Most companies import lower quality. Our prices are also competitive within the industry and our delivery process is excellent.

The future plans of BUA Cement is to reach everywhere within the country. Currently, there is a Cement bagging plant being reconstructed inside BUA Ports and Terminals. On completion, the bagging plant together with the floating factory can also be moved to another area of high demand.

With the acquisition of Sokoto Cement and Edo Cement, BUA has launched itself into full scale local manufacturing of cement. Maintenance work and increasing of more production

lines are currently taking place in the two factories. This will make BUA brand more visible in the northern parts and around the middle belt. The ultimate goal is to make cement available and affordable to all. (www.buagroup.com)

Unicem Cement Plant

The United Cement Company of Nigeria Ltd (UniCem), one of Nigeria’s largest cement manufacturers and suppliers of high quality cement, is a subsidiary of Lafarge Africa Plc. It is located in Cross River State, Nigeria with core markets in the South-South and South- East regions of the country. Established in 2002 after acquiring the assets of moribund Calabar Cement Company (CalCemCo), a Greenfield cement manufacturing plant was constructed at Mfamosing, 40km north-east of Calabar, Cross River State.

UniCem   is   headquartered   in   Calabar   with   its   cement   manufacturing   operations consolidated  at  the  Mfamosing  planta  modern  production  facility  with  an  annual production capacity of 2.5 million tons which was commissioned in 2009.

In 2012, UniCem expanded its product portfolio and currently offers to customers the option of two cement products catering for general purpose and specialized applications.

To meet the increasing demand for its products, an additional manufacturing line with a production capacity of 2.5 million metric tons is currently being constructed. The project, upon its completion in 2016, wills double the company’s production capacity to 5 million metric tons per annum thereby consolidating its position as the leading cement company in Nigeria’s South-South and South-East regions.

Ibeto Cement Company Limited.

The origin of The Ibeto Group dates back to the auto spare parts city of Nnewi, in the

1970s. At that time Dr. Cletus Madubugwu Ibeto had just started his life as auto spare parts trader. He was motivated by a strong desire to positively touch other people’s lives as well as live out his personal dreams. The Ibeto Group commenced business in the cement sector in 1997 with the importation of ship-loads of bagged Portland cement through the Apapa ports. The company was conceived in 2001 following the Federal Government ban of the

importation of cement in bags and the institution of a new policy of bulk importation and local bagging.

Located in Bundu Ama, Port Harcourt, Rivers State, it started producing bagged cement at its Bagging Terminal in June 2005. The Terminal is an ultra-modern bagging plant with a Flat-storage capacity of 50,000 metric tons and a production capacity of 1,500,000 tons per annum which translates to a production capacity of not less than 6,000 metric tons per day. It has two (2) production lines, each with a capacity of 2700 of 50kg bags per hour or designed total production capacity of 5400 of 50kg bags per hour. This means that nine (9) trucks of 600 bags each will be loaded every hour. It also has a third production line for big bags of 1500 kilograms, popularly known as the Big Bag Plant and yet a fourth production line for Bulk Cement powder which is loaded on special cement trucks fitted with tanks and discharge pumps. A modern Jetty that can take in ships of over 190 metres in length with a sophisticated Ship-Unloader was constructed at the waterfront as an integral part of the  facilities. The Ibeto  Group easily is one of Nigeria’s most  successful and  highly diversified indigenous industrial conglomerates. By the end of year 2011 the Group had recorded 25 years of uninterrupted historic growth.

In further response to the Federal Government’s call for a total shift from mere ‘bagging’ to actual production of cement locally, The Ibeto Group has started work on a 5-million tonnes per annum. According to the Executive Director of Strategy and Public Affairs Dr. Ben Aghazu, Ibeto has 8,000 direct Employees or workers.

Ashaka Cement Company Background

Ashaka Cement Works is located at the North Eastern corner of Funakaye LGA of present day Gombe State.  It  is  bounded  by  notable  villages which  includes; Bage, Gongilla, Badabdi, Bungum, Feshingo, Maza, Ashaka-Gari and the nearest to the Ashaka Cement Site, Jalingo. The Company is a subsidiary of Lafarge SA and is involved in the Manufacturing and Marketing of Cement Products in Nigeria.

It is worthwhile to mention a few notable figures that made Ashaka Cement works (Star of the North) a dream come true. Notable among them are; Alhaji Abubakar K.B.E (Sardauna

of Sokoto, High Commissioner, Nigeria High Commission, London as at then) and Brig. Musa Usman (without him there would be no Ashaka Cement Works).

Brigadier, Musa Usman determined that the North Eastern State should have  its own Cement Company and swings into full production. The executive went into negotiation with European Manufacturers as partner (settling on blue cycle) to build and run the plant finally. The blue circle or, Associated Portland Cement Manufacturers (APCM) as it was called  in those days, was the obvious choice of partner as they have already proved themselves to be reliable and efficient  in the building and managing of the works at Ewekoro for the Company WAPCO.

The story of building and operation of Ashaka is one of the greatest triumphs of Nigeria since independence. The technological wonder, which it is our privilege to behold today has not been achieved without toil, determination, effort and singleness of purpose by all concerned. The human qualities, which have done more than anything to bring it about, are faith in the future, guts and tenacity. The whole achievement of course, depended on the initial contribution of geological research workers who  continued their efforts despite apparently unfavourable raw material results. A camp of frugal, indeed almost of Spartan, conditions was set up at Ashaka. However, these problems were later made much easier to endure by the helpfulness and hospitality of the traditional rulers in the area. One early major problem was that of location, as accurate maps were not available. Despite this, drilling went on and quite fortuitously, a senior geologist, Norman Brindle came across for the first time, the limestone outcrop of the now major reserves and realized that the deposit was more substantial in size than anybody could have hoped at that time.

As God would have  it, on Thursday 19th, July 1979 the Ashaka Cement Works was officially opened by the Chief of Supreme Headquarters, Major-General Shehu  Musa Yar’Adua. Also present were, senior delegates from the Federal and State Government as well as representatives from the private industry, financial institutions and the company’s technical partners. Presently, according to the Managing Director M.M. Daggash, Ashaka has over 6,000 direct works. Ashaka Cement Company has gained higher ground in the North East and the North Central section of Nigeria.

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