Strategic Communication and Employee Performance: A Case Study of Rwanda Standards Board
DOI:
https://doi.org/10.53819/81018102t2531Abstract
Rwanda Standards Board (RSB). Specifically, it analyzed the influence of internal, external, and participatory communication strategies on employee performance. The study was guided by Participatory Communication Theory, Human Relations Approach, and Systems Theory. A descriptive-correlation design with a cross-sectional mixed-methods approach was employed. The sample comprised 150 respondents selected from a population of 248 using stratified sampling. Data were collected through structured questionnaires and interview guides and analysed using descriptive and inferential statistics in SPSS. Findings indicated that internal communication strategies significantly enhance employee engagement, understanding of organizational changes, and role clarity (mean = 3.728, SD = 1.227). External communication strategies improved collaboration with regional and international institutions, promoting effective organizational representation (mean = 3.751, SD = 1.249). Participatory communication strategies positively impacted decision-making involvement and transparency in information sharing (mean = 3.674, SD = 1.399). The study concludes that all three communication strategies significantly influence employee performance. Effective implementation of structured internal channels, active external collaboration, and participatory practices is recommended to enhance employee engagement and organizational effectiveness. Future research is suggested to explore the long-term effects of strategic communication on employee performance in public institutions.
Keywords: Strategic Communication, Internal Communication Strategies, External Communication Strategies, Participatory Communication Strategies, Organizational Employee Performance
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