Communication and institutional effectiveness: the case of Nakawa and Kawempe divisions in Kampala city

Abstract

This study examined the effect of internal communication on the effectiveness of Nakawa and Kawempe division local governments in Kampala City. The study specifically explored the relationship between horizontal and vertical communication and the contribution of internal communication on institutional effectiveness. The study was a cross-sectional, correlation survey. A total of 52 respondents, including 5 key informants and 47 employees, participated in the study. Primary data was obtained using a questionnaire and a structured interview guide. Data was analyzed using descriptive and inferential quantitative as well as qualitative methods. The findings revealed that the horizontal and vertical communication were not sufficient. However, a significant positive relationship existed between horizontal and vertical communication and institutional effectiveness. This meant that when local governments, implement good horizontal and vertical communication strategies, the performance of these institutions increases. The findings revealed though generally horizontal and vertical communication were generally insufficient in both divisions, Kawempe had the lowest level. It was revealed that employees are not given adequate opportunity to discuss best work practices, to solve departmental problems or to suggest performance improvements. This has subsequently lowered the performance of these institutions. Low performance is exhibited by failure to; achieve service goals, maintain good working environment and resources have clear performance goals. The study recommends that: Local governments are senstised about the contribution of effective internal communication on the effectiveness of their institutions. This may awaken those who do not have one to initiate it. A framework which can help improve on horizontal communication in local governments be created to act as a point of reference for better internal communication. Local governments should have a well laid out internal communication strategy and should be made a performance indicator. Local government personnel both top management and other employees need training on how to start and maintain an effective internal communication strategy.