TOPIC

EFFECTS OF COMMUNICATION ON SERVICE DELIVARY IN GOVERNMENT MININSTRIES A CASE STUDY OF MINISTRY OF JUSTICE AND CONSTITUTIONAL AFFAIRS

Research question

The following research questions will guide the study

1.5.1 What is the relationship between effective communication and Service Delivery in Ministry of Justice and Constitution Affairs Kampala-Uganda?

1.5.2 How effective has the communication techniques enhanced service delivery in Ministry of Justice and Constitutional Affairs Kampala-Uganda?

1.5.3    What are the different challenges facing communication channels in Ministry of Justice Constitutional Affairs Kampala-Uganda?

2.1 Communication and service delivery

Service delivery is a contemporary issue for most governments and researchers alike. Most scholars are in agreement that public service delivery is critical to ensuring the national welfare and stimulation of economic development. This is because often governments undertake a number of activities to provide citizens with services and at the same time guarantee that these services are provided in accordance with the service delivery requirements within the rule of law(Mampe, 2012; Bola, 2011; Nandain, 2006; Kaunda 2005 and Shan 2005).

Greenberg and Baron have singled out communication practice as a unique feature for all organizations. Organizations are structured in a manner indicative of their communication patterns. Communication practice also known as structure represents the pattern of interaction existent in every organization Berger has identified two communication practices: formal channels and informal channels. Formal communication structure or practice exists where communication follows formally established channels of the organization’s structure purposely established by the organization’s legitimate authority through which instructions and orders are passed over to subordinates, while information is transmitted upwards. Informal communication practice on the other hand, represents communication patterns that exist out of the formally recognized communication modes.It is therefore assembled around social relationship of staff within the organization, and arises out of personal needs of the employees to communicate (Fotoglou, 2020).

This form of communication is often unplanned and consists of concise “impromptu’ conversations among staff within the organizations. Obstacles to effective and efficient information flow within the organization often give rise to development of informal patterns of communication. The role of communication practice in influencing the quality of services that organizations deliver, has been well documented. Both formal and informal communications strengthen employee relationships and foster their performance potential towards the goal of the organization. A study by Manolias about police organization identified break down in the communication structure arising out of poor consultation and communication, as a prime cause of stress that inhibited the institutions capacity to deliver quality services. According to Semler, organizations can only realize their mandate when employees determine the worthiness of working together. Both formal and informal communication practices have been singled out as an integral component in developing relationships relevant in securing extra effort among workers. This extra effort is critical in stimulating delivery of best value to the public. A study by Coffey International Development, demonstrated that communication which is accomplished through both formal and informal channels, allow clients to lodge their demands to their respective governing entities, and influence decisions that are critical in generating quality public services (Cirrin, 2017).

In Local Government context for instance, the regular consultations in planning process and in budgeting cycle, specifically at budget conference phase allow multiple stakeholders like Non-Government Organizations, employees and clients determine direction of resources in a bid to deliver quality services. This links well with the Freeman’s Stakeholder theory that requires involvement of all with interests or stakes in the service delivery framework. The same study established that the use of citizen score cards as a mode of formal communication practice significantly improved leadership and enhanced on the quality of public services delivered by public institutions (Quinn, Kaiser, & Ledford,2021).

Researchers have proposed that informal communication at work is a precursor to collaborative work and organization innovation. It sustains information sharing concerning work among employees, eases coordination of activities by actors, strengthens potential for collaborative prospect, and above all, improves the bond between co-workers, all of which are necessary requisites to quality service delivery. Canary (2010) has noted that informal communication is necessary specifically for easing the process of coordination among workers within the organization. As a consequence of this, lateral information flow is permitted hence allowing units and departments to work with each other appropriately. This scenario allows service delivery sectors and institutions to deliver quality services to the public. Based on the above review of literature, the following hypotheses are formulated.

Communicating effectively helps group members build trust and respect, foster learning and accomplish goals. Groups are made up of people who share a common interest and commitment, and yet perhaps see things from varied perspectives. Effective communication provides the platform upon which this diverse group of people will be able to understand issues and make decisions towards a common goal. Effective communication only takes place when the receiver understands and acts upon the message in the same way the sender intended. Effective communication therefore requires paying attention to the entire process, not just the content of the message. The common goal of the judiciary is to deliver justice effectively; but we have different groups (different cadres of staff, different levels of education, different cultures etc) and effective communication is the only way these group can achieve set goals (Cai et al., 2022).

The main functions of the judiciary can be summarized as resolving conflicts, protecting the rights of individuals and the interest of the state. The public’s perception of the judiciary and its confidence in the judicial system first and foremost are dependent on the public’s notions of the task and competence of the judicial system. These notions and the related perception of the social functions of the judiciary are to an extent formed on the basis of the individual’s personal experiences in the judicial system and the experiences of others. But like doctors in an emergency ward, the performance of the judiciary is, to a large extent, measured on when it falter rather than when they get things right .So the staff of the judiciary need to always be at their best and practice the principles of effective service delivery in order  to avoid giving the judiciary a bad name.  There has been a consistent demand for a workplace culture of optimum performance in the judiciary. The theme for this workshop – “Building Capacity of Court Employees for Optimum Performance” is quite relevant to the call above. Effective communication in a work place plays a prominent role in improving service delivery and relationships within the judiciary on the one hand, and the other stakeholders in the justice sector (prosecutors, prison police etc) as well as court users on the other hand (Theodoros, 2008).

The government provides services for people that live within its jurisdiction; the service could be transportation, communications facilities, justice administration and delivery, energy supplies, etc. A service can therefore be defined as something, value or activity that meets the needs of a user or can be applied by a user, which is provided in a planned and organized way by a government or business organizations^. in the same vein, public services are those services provided by the levels and arms of governments to the public (Laleye, 2015).

Service delivery is the execution of those services and making sure they reach those people and places to whom and which they are intended^. In simple terms it is an act of providing a service to a customer. In the judiciary, the ultimate service to the public is justice delivery. Thus, the functions or duties of every staff of the judiciary are part of the chain of activities that constitute justice delivery.

Effective service delivery is making sure that the standard of execution of service meets the customer’s satisfaction. Service delivery takes place at an interface of human relations; and for service to be delivered effectively; the rules of human relations must be followed by all concerned. Wherever human relations are involved, there is bound to be friction, but how the staff of the judiciary avoid or manage this friction and make every court user happy will go a long way in boosting effective service delivery in the judiciary. Thus, all court employees should see themselves as service representatives of the judiciary   the key components of effective service delivery are: Building and Maintaining Relationships: One of the most important aspects of being an effective human resource professional is to build and maintain relationships between yourself and your internal and external clients, whether they are staff or even those seeking information from the court. Managing Expectations: In order to deliver superior results, the human resource professional needs to agree with any/all other departments on realistic, reachable, and agreeable expectations for all of its services. Handling and Resolving Complaints: As is the case with any service, some complaints will arise, whether it is human error, a computer error, or things beyond one’s control. The organization has to deal with and resolve those complaints. Time Service Delivery: As a service provider you need to complete all task and services within the agreed time frame to avoid any other issues (Schaich, 2016).

2.2 How effective has the communication techniques enhanced service delivery

Service delivery requires leadership style and management policy to be effective and an organization’s service level is only as good as its employees, (Hermon and Whitmon, 2007). More so stake holder involvement is essential in achieving effective service delivery system in an organization as this ensures transparency in the system.

During service delivery, thekey challenge is often with the nature of service providers contracted to perform the services and their ability to provide quality and efficiency as well as to have the resources to do the job well. The general feeling is that management lacks responsiveness to address issues raised by stakeholders encountered during service delivery and this in turn affects the quality of service delivered (Ntetha, & Mostert, 2011).

Continues Improvements: Organizations should always find ways to improve its functions, whether it is a personnel, process or department. From the list above, you can see that most of the components are influenced by how information is handled within an organization. But to know and measure the expectations of the court users and other staff of the judiciary, you need to understand them. How do you get to understand them? You need to communicate with them effectively.

Communicating effectively helps group members build trust and respect, foster learning and accomplish goals. Groups are made up of people who share a common interest and commitment, and yet perhaps see things from varied perspectives. Effective communication provides the platform upon which this diverse group of people will be able to understand issues and make decisions towards a common goal. Effective communication only takes place when the receiver understands and acts upon the message in the same way the sender intended. Effective communication therefore requires paying attention to the entire process, not just the content of the message. The common goal of the judiciary is to deliver justice effectively; but we have different groups (different cadres of staff, different levels of education, different cultures and effective communication is the only way these group can achieve set goals (OBENG, GUMAH, & Mintah, 2019).

This involves any type of message that makes use of written words. This could be in hand-written, printed or electronic forms.  Written communication is the most important and most effective mode of office or business communication. It is also the form of communication generally used in a work place like the judiciary for official transactions. Examples are memos, letters, notices, minutes, reports, bulletins, Non-verbal Communication refers to all those messages that are not expressed in words. Non-verbal communication is sometimes called ‘body language’. Sign language is also an example of a non-verbal communication. We also convey nonverbal elements in our speech in the forms of rhythm, intonation, volume, tempo, and stress. Similarly, our written texts show nonverbal components of communication such as our handwriting style, arrangement of words and the use of symbols that describe emotions in pictorial forms. Studies have shown that approximately 75% of our message is non-verbal so we must be careful of our body language.

Effective communication skills are fundamental to success in many aspects of life. Many jobs require strong communication skills. Effective communication is a key interpersonal skill and by learning how we can improve our communication has many benefits. We can communicate effectively by: communication, most people describe the techniques used to express what they think, feel, want, namely talking, writing or body language. However, when you confront difficult issues, listening is the first step in communicating effectively, more important than speaking or any form of expression. This is so because it shows that we are genuinely interested in a person and what they are communicating to us. The way to show we are attentive to what someone is telling us is by using our non-verbal behaviour appropriately. We need to show people that we are physically and emotionally prepared to listen to them. Everyone can learn the art of listening. The key to listening effectively is relaxed attention, listen with your whole body by using verbal and non-verbal skills like facing the person and maintaining eye contact, asking questions (but avoid interrupting the speaker (Ewuim, Nkomah, & Justine, 2016).

Expressive Skills

If half of the equation in communication is listening the other half is speaking and expressing what you think, feel or want in a clear, true and non-defensive way. Expressive skills are required for delivering or responding to a message effectively through the use of oral or written words as well as nonverbal expressions. It calls for mastery of the context and the technicalities of the mode of expression in order to ensure effectiveness of the process. Other variables in communication such as language, environment and distraction as well as the individuals involved in the process all have an effect on how messages are sent, received and interpreted. This requires you to choose correct voice, tone, pitch, word, grammar and language Words are powerful tools. Using the right words can help you to build strong, long-lasting client relationship. When expressing yourself, you use “I” statements. Using “I” statements lets you share what you think or feel without sounding like you are blaming or attacking. Also, use inclusive language (words such as “We” and “our”) to identify you and the client, or the organization and the client as having same goals and objectives. Remember using a person’s name is an important part of building positive relationships (Bhatnagar, 2014).

Emotions are very fundamental to the way we communicate or make decisions. The way you respond to nonverbal signals propelled by emotions – anger, sadness, fear, disgust, surprise, and joy affects both how you understand other people and how they understand you. When you are not conscious of your feelings, and do not understand how you feel or why you feel that way, you will find it difficult to communicate effectively. This can result in frustration, misunderstandings, and conflict. When you do not deal with your worries, you easily become involved in petty arguments.

Being conscious and in right control of your emotions at every moment enables you to understand both yourself and other people, and the actual messages they convey to you^. Thus, if you can maintain calm even in very difficult situations, you can communicate more clearly and effectively. Fortunately, emotional awareness is a skill that can be learned at any time in life: It only requires patience and practice. You can develop emotional awareness by learning how to get in touch with difficult emotions and manage uncomfortable feelings (Joseph, 2016).

Stress in the right measure could be a motivator for performance under pressure. Yet, when stress becomes persistent and overpowering, it can hinder effective communication by upsetting your ability to think clearly and creatively, and act correctly. Similarly, when you are stressed, you are more likely to misunderstand other people, convey unclear or offensive nonverbal signals, and fall into unhealthy, hasty patterns of behaviour. By learning to quickly reduce stress in the moment, you can safely face any strong emotions you are experiencing, regulate your feelings, and behave appropriately (Onobrakpeya, Nana,  & Odu, 2018).

2.3 Different challenges facing communication channels

The involvement of the intended beneficiaries of government services into monitoring service delivery is a critical component in measuring the performance of government delivery of appropriate and quality services. Currently the emphasis of government’s monitoring is on internal government processes and the voice of the intended beneficiaries/stakeholders is largely absent. This presents a risk, as the picture is not complete. It is therefore necessary to support the systematic ways to bring the experiences of stakeholders into the monitoring of services. This will provide a measure of the gap between the perceived and the actual experiences of service delivery, for both user and provider (The Performance monitoring and evaluation department of South Africa, 2013).

There are many barriers to communication and these may occur at any stage in the communication process.  Barriers may lead to your message becoming distorted and you therefore risk wasting both time and/or money by causing confusion and misunderstanding.  Effective communication involves overcoming these barriers and conveying a clear and concise message.

Physical Barriers ; An example of a physical barrier to communication is geographic distance between the sender and receiver(s).  Communication is generally easier over shorter distances as more communication channels are available and less technology is required. Although modern technology often serves to reduce the impact of physical barriers, the advantages and disadvantages of each communication channel should be understood so that an appropriate channel can be used to overcome the physical barriers.

Language barriers ; Clearly, language and linguistic ability may act as a barrier to communication.  However, even when communicating in the same language, the terminology used in a message may act as a barrier if it is not fully understood by the receiver(s).  For example, a message that includes a lot of specialist jargon and abbreviations will not be understood by a receiver who is not familiar with the terminology used. Regional colloquialisms and expressions may be misinterpreted or even considered offensive (Strydom et al., 2009).

Social Barriers; Social barriers to communication include the social psychological phenomenon of conformity, a process in which the norms, values, and behaviors of an individual begin to follow those of the wider group.  Social   factors such as age, gender, socioeconomic status, and marital status many act as a barriers to communication in certain situations.

Cultural Barriers; Culture shapes the way we think and behave.  It can be seen as both shaping and being shaped by our established patterns of communication.  Cultural barriers to communication often arises when individuals in one social group have development different norms, values, or behaviours to individuals associated with another group.  Cultural difference leads to difference in interest, knowledge, value and tradition.    Therefore, people of different cultures will experience these culture factors as a barrier to communicate with each other.

Technological failure; Message not delivered due to technical failure (e.g., receiver was not in mobile network area and the sender has not active delivery report in message setting.

Unclear messages; Effective communication starts with a clear message.  Unclear messages in terms of meaning, grammar and words may act as a barrier to communication because the receiver may not be able to intercept the actual meaning of the message.

Stereotypes; Stereotypes are beliefs or generalizations about characteristics or qualities that are felt to be typical of a particular group (Funk & Wagnalls, 1996).  Stereotyping is a barrier to communication because people with stereotype thoughts either will not read the message completely or will read it at all because of their thinking that they already know everything. viii) Inappropriate channel

Variation of channels helps the receiver understand the nature and importance of a message.  While making a choice for a channel of communication, the sender needs to be sensitive to such things as the complexity of the message; consequences of a misunderstanding

Lack of Sensitivity to Receiver; A breakdown in communication may result when a message is not adapted to its receiver.  Recognizing the receiver’s needs, status, knowledge of the subject and language skills assists the sender in preparing a successful message.  If a customer is angry for example, an effective response may be just to listen to the person vent for a while.

Insufficient knowledge of the subject ; If the sender lacks specific information about something. The receiver will likely receive an unclear or mixed message.  Have you shopped for an item such a computer, and experienced how some sale people can explain complicated terms and ideas in a simple way! Other s can no.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents the methodology which consists of the research design, area of study, study population, sample population and selection, sampling technique, data collection method, data quality control, data collection procedures and limitations of the study.

3.1 Research Design

The researcher used cross sectional survey research design. The function of quantitative research design was to ensure that the evidence obtained enables the researcher to answer the initial question as unambiguously as possible.

Quantitative approach deals with numerical expression in figures in terms of quantity which involves measurement of quantity and amounts.

However quantitative approach was used because of the following reasons; this approach eliminated behavioral biases whereby the behavioral beliefs were done away with, the approach led to accuracy whereby results were not guessed, operational risks are reduced. Quantitative approach was used in a way of getting actual figures and taking on calculations then getting answers.

3.2 Area of the Study

The study was carried out at   ministry of justice and constitutional affairs.

3.3 Study Population

The study included the workers of ministry of justice, who included; secretaries, lawyers, senior officers and junior officers.

3.4 Sample size and sampling technique

According to (Amin, 2005) sampling involves selecting a sample of the population in such a way that samples of the same size have equal chances of being selected.

The respondents were selected using purposive sampling techniques. Berg (2006) purposive sampling, the researcher chooses the sample based on where they think would be appropriate for the study. A Purposive sampling technique was used because it’s cheap.

Using Krejcie and Morgan’s (1970) table for sample size determination approach, a sample size of 30 employees were selected from the total population of 35 employees.

Table 1 below shows the summary of the sample size of the respondents and the sampling techniques that was used in the study.

Source: Primary data

3.5 Data Sources

Source of data was from both primary and secondary sources.

• Primary source

Primary data is the data collected from the field. Primary data was obtained through the use of questionnaires administered to the target respondents to gain opinions and practices topic understudy.

• Secondary sources

Secondary data is data which has been collected by individuals or agencies for purposes other than those of a particular research study. It is data developed for some purpose other than for helping to solve the research problem at hand (Bell, 1997).

Secondary data comprised literature related to impacts of service delivery.

Secondary data was sourced because they yield more accurate information than data obtained from primary sources. In addition, obtaining secondary data is cheaper than obtaining primary data. This is because obtaining secondary data never made the researcher to incur any transport cost as the case was in obtaining primary data.

3.6 Data Collection methods

The major instruments for data collection were questionnaires and interview guide. Surveys were just one part of a complete data collection and evaluation strategy. The major method of data collection for the study was the survey, which was done using selected instruments like questionnaires. The questionnaire provided respondents with ample time to comprehend the questions raised and hence, they were able to answer factually.

3.6.1 Questionnaires

The questionnaire was used to collect quantitative data. The researcher administered the questionnaires to respondents in different departments including, , which was designed basing on study objectives and questions. Respondents read and wrote the questionnaires themselves. The questionnaires were open and close ended, and was considered convenient because they were administered to the literate and its anonymous nature fetched unhindered responses.

3.7 Validity of the Instrument

Validity of Instruments is the extent to which the instruments used during the study measure the issues they are intended to measure. To Ascertain the Validity, questions will be discussed with the supervisor, given to two independent lecturers. This was done to clear any lack of clarity and ambiguity to assess the relevancy of the questions with the objective of the study and the content validity index therefore be computed using the formulae below.

Content validity index (CVI) =   Number of items rated relevant

Total Number of Items in the questionnaire

The content validity index was calculated basing on the different sections of the questionnaire. This is supported by Amin (2005) who stated that for any instrument to be accepted as valid, the average index should be greater than 0.5 therefore since the computed value were greater than 0.5 i.e. 0.9, the instrument was considered valid and the researcher used them for data collection.

3.8 Reliability of Instrument

Reliability is the extent to which the measuring instrument produces consistent scores when the same groups of individuals are repeatedly measured under the same conditions (Amin, 2004).

For consistency of research results from the study instrument, the researcher used Cronbach’s alpha method with the help of SPSS as indicated below, so as to determine reliability of this instrument.

The instrument was taken to the supervisor to check its correctness there after pretesting study was carried out to find out if it measures what it is meant to for.

3.8 Data Processing

Data processing involves reduction of accumulated data to a manageable size, developing summaries, looking for patterns and applying statistical techniques.

Using statistical package for social scientists (SPSS) to process quantitative data, the study was in position to avail descriptive frequency tables that generated preliminary findings and later inferential tables was used to generate conclusive (Amin, 2005).

3.9 Data Analysis

The researcher only analyzed quantitative data.

The study entered data collected from the field into SPSS. For analyzing the data collected from the field.

3. 10 Limitations to the Study

Financial constraint, cash flow did not flow as   expected but this did not affect the study. Respondents delayed in filling the questionnaire and fear to give information, but they were persuaded that the information was to be kept secret.

CHAPTER FOUR

PRESENTATION, ANALYSIS, INTERPRETATION AND DISCUSSION OF FINDINGS

4.0       Introduction

This chapter presents the results in reference to objectives in chapter one. Gender of respondents, age of respondents, education level of respondents, and different objectives.

4.1 Findings on general information

Table 4.1: shows the findings on the gender of the respondents

Source: Primary Data

Table 4.1 above shows that 63.33% of respondents were male and 36.67% were female. That means that the biggest percentage of respondents and employees in ministry of were males and therefore the ones who highly participate in managing organization operations.

4.2 FINDINGS ON THE AGE OF RESPONDENTS.

Table 4.2: Shows findings on age of the respondents

Source: primary data

The Table 4.2 above shows that majority of the respondents are at the age of 30-39 this is evidenced by a high percentage of 36.67% while 20% of the respondents are at the age of 40-49 years, minority of the respondents are at the age of 50 years and above and below 25 years, 16.67% of the respondents are at the age of 25-30 years. The low numbers of respondents below 25 years also further shows that the organization employees only mature people and therefore this group of respondents were able to articulate issues very well and give reliable information that could be relied upon on effects of communication on service delivery in government ministries a case study of ministry of justice and constitutional affairs.

.

Table 4.3: shows findings on education level of respondents

Source: primary data

Table 4.3 above shows that the majority of staff are degree holders and their percentage is 50%, masters 13.33%, while 20% of the respondents are diploma holders and the rest of the respondents have other qualification this table therefore shows that majority of the respondents could read and write and therefore, they were able to answer the questions that they were asked. The good academic qualification also further shows that the respondents have good knowledge of the subject topic and are conversant with service delivery.

4.2 Findings number of years of working

Table  4.4: showing the number of years respondents have worked at ministry of justice

The Table 4.4 shows that majority of the respondents have worked for the time period of 6-10 years, and their percentage stands at 50% of, 20% of the respondents have worked for 3-5 years, while 16.67% of the respondents have worked for and respondents who have worked for above 10 years have percentage of 13.33%. The low numbers of respondents who have worked below 2 years also further indicates that the employees of ministry of justice had good knowledge of service delivery and therefore their responses could be relied upon.

4.4 Influence of Communication on service delivery

Table 4.5: Shows the Influence of Communication on service delivery.

Table 4.5 above reveals that the ministry of justice employees communicates freely; this is supported by the strong percentage of 47% strongly agreeing, while 33% agreed and 10% disagreed while the remaining percentage of respondents strongly disagreed.

Table 4.5 also indicates that the majority of the respondents strongly and agreed that the clients indicate that all employees have access to communication device was neutral, disagreed, and strongly disagreed.

According to table 4.5; 46.67% of the respondents strongly agreed employees at ministry of justice assert that the systems of the organization have all that is needed, while 33.33% of the respondents agreed while 20% of the respondents where neutral this was also further asserted by employees are empowered well at the ministry of justice.

According to researchers’ findings, 60% of the respondents strongly disagreed that a client are comfortable Both video and audio Calls can easily be made while the rest of the respondents agreed and it has also been further indicated that this high disagreement indicates that the employees are not comfortable with the organizations poor communication channels.

According to the table 4.5, 66.7% of the respondents strongly disagreed that communication of the Clients demands are meant timely while 16.67 disagreed. From the findings it is therefore acknowledged that the clients demands are not meant timely at Ministry of justice and constitutional affairs.

The study findings from table 4.5 indicate that the majority 50% of the respondents strongly disagreed that Communication to clients’ needs is effective. The findings further shows that 33% of the respondents also disagreed and only 3% agreed, from the above findings it can therefore be acknowledged that communication of clients needs is not effective.

The study results also further shows that majority 57% of the respondents strongly disagreed that Clients can easily interact with judiciary staff using Email. This further indicates that clients cannot easily interact with email. In contacting ministry of justice and constitution affairs. It further shows that the only way of interacting with the ministry of justice and constitutional affairs it is through physical contact with the ministry officials.

4.2.1 Challenges facing communication channels

Table  4.6: shows challenges facing communication channels:

Source: Primary Data

From table 4.6 above, findings revealed that, 50% of respondents strongly disagreed that the The employees know how to use computers, 33% disagreed while 17% were neutral. This therefore shows that majority of respondents disagreed from the above analysis. This finding is also indicating that communication ability of ministry of justice is still low since some employees are not conversant with the use of computers.

According to the table 60% of the respondents strongly agreed that Before a new program is introduced employees are trained on how to use it, while the remaining 40% agreed. This therefore shows that all the respondents agree with the sometimes when a new program is introduced the organization trains employees.

Table 4.6 also shows that, 73 % of the respondents strongly disagreed that All employees use company telephones, while 17% disagreed, 3% of the respondents were not sure while the remaining 10% agreed.  This study results also shows that the All employees do not use company telephones.

It has been reported that the respondents indicated that 83% of respondents strongly agreed that Employees are conversant with the different system of communication , while 17% of the respondents agreed.

The study results indicate that majority, that is, 50% of the respondents indicated that Physical barrier between management and employees is a huge problem   . Table 4.6 also indicates that 40% agreed and only 10% strongly agreed.

The study results also further indicate that Most employees are conversant with the internet, this is indicated by the fact that 60% of the respondents strongly disagreed, 20% disagreed and 10% of the respondents strongly agreed. The study results further shows that 60% of the respondents indicated that there is need for further training employees about the internet.

The study results further indicates that 67% of the respondents strongly agreed with the findings that there is Top management is approachable   , while 33 % of the respondents agreed with that view, none of the respondents agreed or strongly agreed this therefore indicates

4.2.2 Different challenges facing communication channels

Table 4.7: Shows different challenges facing communication channels

Table 4.7 above shows that 60% of the respondents strongly agreed that Oral communication is used most in this organization while the remaining 40% agreed. This high percentage further shows that oral communication is used ministry of justice and constitutional affairs

According to table above it indicates that, 73 % of the respondents strongly agreed that Internet is mostly used for communication, while 27% agreed, while none of the respondents was neutral, disagreed, and strongly disagreed.

Findings revealed in table above, shows that 50% of the respondents strongly agreed that Employees prefer using social media the other 50% agreed.  This therefore shows that 100% of the respondents agree with the fact that formation of strong Employees prefer using social media.

According to the table 57% of the respondents strongly agreed that Top management prefers to write to employees  , while the remaining 36% of the respondents strongly agreed, and 7% of the respondents were neutral on.

CHAPTER FIVE

DISCUSSION OF FINDINGS

5.1 Influence of Communication on service delivery

The findings in the study indicates that justice employees communicate freely, this therefore the organization enhances free speech among employees and this therefore shows that the employees can communicate freely in the organization, Mampe, (2012) service delivery is a contemporary issue for most governments and researchers alike. Most scholars are in agreement that public service delivery is critical to ensuring the national welfare and stimulation of economic development. This is because often governments undertake a number of activities to provide citizens with services and at the same time guarantee that these services are provided in accordance with the service delivery requirements within the rule of law.

The results further indicate that all employees have access to communication device, this results therefore indicates that all employees have access to communication device, there is Fotoglou, (2020) Greenberg and Baron have singled out communication practice as a unique feature for all organizations. Organizations are structured in a manner indicative of their communication patterns. Communication practice also known as structure represents the pattern of interaction existent in every organization Berger has identified two communication practices: formal channels and informal channels. Formal communication structure or practice exists where communication follows formally established channels of the organization’s structure purposely established by the organization’s legitimate authority through which instructions and orders are passed over to subordinates, while information is transmitted upwards.

The ministry of justice assert that the systems of the organization have all that is needed and employees are empowered well at the ministry of justice, this Quinn, Kaiser, & Ledford,(2021) In Local Government context for instance, the regular consultations in planning process and in budgeting cycle, specifically at budget conference phase allow multiple stakeholders like Non-Government Organizations, employees and clients determine direction of resources in a bid to deliver quality services. This links well with the Freeman’s Stakeholder theory that requires involvement of all with interests or stakes in the service delivery framework. The same study established that the use of citizen score cards as a mode of formal communication practice significantly improved leadership and enhanced on the quality of public services delivered by public institutions.

Regarding the study findings it is evident that employees are comfortable Both video and audio Calls can easily be made Cai et al., (2022) states that Communicating effectively helps group members build trust and respect, foster learning and accomplish goals. Groups are made up of people who share a common interest and commitment, and yet perhaps see things from varied perspectives. Effective communication provides the platform upon which this diverse group of people will be able to understand issues and make decisions towards a common goal. Effective communication only takes place when the receiver understands and acts upon the message in the same way the sender intended. Effective communication therefore requires paying attention to the entire process, not just the content of the message. The common goal of the judiciary is to deliver justice effectively; but we have different groups (different cadres of staff, different levels of education, different cultures and effective communication is the only way these group can achieve set goals.

5.1.2 How effective has the communication techniques enhanced service delivery

The study results further show that most employees do not know how to use computers indicating that communication ability of ministry of justice is still low since some employees are not conversant with the use of computers also in line with Ntetha, & Mostert, (2011) During service delivery, the key challenge is often with the nature of service providers contracted to perform the services and their ability to provide quality and efficiency as well as to have the resources to do the job well. The general feeling is that management lacks responsiveness to address issues raised by stakeholders encountered during service delivery and this in turn affects the quality of service delivered. Continues Improvements: Organizations should always find ways to improve its functions, whether it is a personnel, process or department. From the list above, you can see that most of the components are influenced by how information is handled within an organization. But to know and measure the expectations of the court users and other staff of the judiciary, you need to understand them. How do you get to understand them? You need to communicate with them effectively.

The results in the study indicates that  Before a new program is introduced employees are trained on how to use it, this therefore shows that all the respondents agree with the sometimes when a new program is introduced the organization trains employees, this also with obeng, gumah, & Mintah, (2019) who states that communicating effectively helps group members build trust and respect, foster learning and accomplish goals. Groups are made up of people who share a common interest and commitment, and yet perhaps see things from varied perspectives. Effective communication provides the platform upon which this diverse group of people will be able to understand issues and make decisions towards a common goal. Effective communication only takes place when the receiver understands and acts upon the message in the same way the sender intended. Effective communication therefore requires paying attention to the entire process, not just the content of the message. The common goal of the judiciary is to deliver justice effectively; but we have different groups (different cadres of staff, different levels of education, different cultures and effective communication is the only way these group can achieve set goals.

The findings in the study to all employees do not use company telephones, Ewuim, Nkomah, & Justine, (2016) who indicates that Effective communication skills are fundamental to success in many aspects of life. Many jobs require strong communication skills. Effective communication is a key interpersonal skill and by learning how we can improve our communication has many benefits. We can communicate effectively by: communication, most people describe the techniques used to express what they think, feel, want, namely talking, writing or body language. However, when you confront difficult issues, listening is the first step in communicating effectively, more important than speaking or any form of expression. This is so because it shows that we are genuinely interested in a person and what they are communicating to us. The way to show we are attentive to what someone is telling us is by using our non-verbal behaviour appropriately. We need to show people that we are physically and emotionally prepared to listen to them. Everyone can learn the art of listening. The key to listening effectively is relaxed attention, listen with your whole body by using verbal and non-verbal skills like facing the person and maintaining eye contact, asking questions.

5.1.3 Different challenges facing communication channels

The findings in the study indicates that oral communication is used most in this organization, this view was also shared by Strydom et al., (2009) who indicates that Barriers may lead to your message becoming distorted and you therefore risk wasting both time and/or money by causing confusion and misunderstanding.  Effective communication involves overcoming these barriers and conveying a clear and concise message, An example of a physical barrier to communication is geographic distance between the sender and receiver(s).  Communication is generally easier over shorter distances as more communication channels are available and less technology is required. Although modern technology often serves to reduce the impact of physical barriers, the advantages and disadvantages of each communication channel should be understood so that an appropriate channel can be used to overcome the physical barriers.

5.2 Conclusion

The results in the study indicates that the ministry of justice employees communicates freely; the clients indicate that all employees have access to communication device and the results further shows that employees are empowered well at the ministry of justice. The study a client are comfortable Both video and audio Calls can easily be made, communication of the Clients demands are meant timely.

The findings in the study indicates that; the employees know how to use computers, , Before a new program is introduced employees are trained on how to use it, All employees use company telephones, Employees are conversant with the different system of communication , Physical barrier between management and employees is a huge ,Most employees are conversant with the internet.

The study results further indicate that; Oral communication is used most in this organization, Internet is mostly used for communication, Employees prefer using social media and Top management prefers to write to employees.

5.3 Recommendations

The study made the following recommendations;

• There is need or the ministry of justice to put up a suggestion box so as clients can report their grievances.
• There is need for the organization to enhance communication by putting up a central telephone to be used by all employees.
• There is need for more open organizational communication in ministry of justice.

QUESTIONNAIRE FOR RESPONDENTS

I am a student of Bugema university pursuing a degree in management.

I am conducting a study on “effects of communication on service delivery in government ministries a case study of ministry of justice and constitutional affairs”, a case of ministry of justice and constitutional affairs. You have been carefully identified as a potential person who can provide useful and reliable data that will help policy makers. The information generated will be handled with utmost confidentiality and will be used for academic purposes.

Thank you in advance for your co-operation by giving your valuable time and effort to fill the questionnaire.

Yours faithfully,

Section A:    Back ground information of the respondent

Please tick the most appropriate answer in the corresponding box

• Sex: Male                    Female

• Age a) 18 -29 b) 30 – 39 c)  40 and above

3. Educational level

Master’s degree                       1^st degree                     Diploma                      others

• For how long have you been working with this organization?

Less than two years                                   3-5 years

6-10 years                                                  10 above

Section B: Communication and service delivery

Please, use the scale below to answer the questions that follow by ticking the number that corresponds to your opinion.

I. Communication

III. challenges facing communication channels

IV. Communication techniques enhancing service delivery

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